????有時候，這種行為很難被發現，因為它們非常消極，并且隱藏在表面之下。領導力咨詢公司戴爾?卡耐基公司（Dale Carnegie & Associates）的董事長兼首席執行官彼得?韓鐸建議：“找出是什么在干擾員工。如果整個團隊出現了問題，是什么原因？有時候可能就是那些表面惟命是從，但實際卻無所作為的員工。”

????或許，老板應該采取“越級會談”的形式，也就是說，老板直接與問題員工的下屬會談。這種方法使布萊特想起了另外一種情況：他的直接下屬當著他的面非常贊同某些工作目標，但之后又會給手下的人優先安排其他任務。他回憶道：“我發現，他阻斷了我與他的團隊之間的溝通。”

如何根治？

????如果有人有足夠的勇氣，嘗試改造消極對抗的員工，那么，弄清楚造成這種情況的原因非常重要。特里?R?培根表示：“消極對抗的人其實是要試圖實現一個目的：要么是在他掌控的局面中獲得控制權，要么是為了避免沖突。”特里?R?培根是光輝學院（Korn/Ferry Institute）的駐校學者，其著作包括《權力的要素》（The Elements of Power）與《影響力的要素》（Elements of Influence） 等。

????首先要用溫和的方式把沖突或爭議公開化。培根建議，如果老板聽到員工在背后對自己的點子嗤之以鼻，可以這樣說：“當時在會上提出來的時候，我認為這是一個很棒的點子，不過我想知道有沒有更好的替代方案。你們對此有什么想法？”

????培根表示：“把問題拋給他們，他們就會明說自己到底為何存在異議。如果依然遇到反抗和拒絕，老板可以說：‘我知道，雖然你當時支持這個想法，但我感覺你還是認為有些不妥。我非常想知道你們真實的想法。’”

????如果老板能讓對方意識到出問題了，那代表老板已經成功了一半。接下來，給他們一定的控制權，把他們轉變成自己的盟友。培根建議：“不到萬不得已，不要發生正面沖突。”

????布萊特建議，要從各個方面給問題員工全力的支持，但與此同時，要觀察他們的態度是否發生了轉變。如果問題員工在六到八個星期內，依然沒有改邪歸正，可能只能放棄他了。

????如果有員工在項目中出工不出力，可以在他的團隊里安排一名專門負責監督的員工，并且把他們的承諾公布于眾。例如，如果有消極對抗的員工允諾會在某個日期之前提供數據，那就在需要這些數據的人面前跟這個員工確認他的承諾。

????培根表示：“像這樣，公開與他達成協議，他就很難再有借口逃避。”

???

????Sometimes, you can't spot the behavior because it's so passive and under the surface. "Look for a disturbance in the force," advises Peter Handal, chairman and chief executive of leadership consulting firm Dale Carnegie & Associates. "If this team isn't working right, what's the problem? Sometimes it might be somebody who, on the surface, looks very agreeable but underneath isn't being productive."

????You may need to resort to "skip-level meetings," in which you meet directly with the problem employee's subordinates. This technique alerted Bradt to one situation in which his direct report was agreeing to certain work goals to his face but then telling his staff to work on different priorities. "I found out he was blocking all my communication to his team," he recalls.

Potential treatments

????For the brave souls who try to rehabilitate a passive-aggressive employee, it's important to understand what is driving the behavior. "People who are behaving passive aggressively are trying to do one of two things: Gain control in a situation where they don't have it, or avoid conflict," says Terry R. Bacon, a scholar in residence at the Korn/Ferry Institute and author of The Elements of Power and Elements of Influence.

????The first step is to try to bring the conflict or dispute out into the open, gently. If you hear that someone is pooh-poohing your ideas behind your back, say something like, "When I presented that idea in the meeting, I thought it was a pretty good idea at the time, but I wonder if there would be some alternatives that would be better. What do you think?" Bacon suggests.

????"Try to get them to problem solve so they will tell you what it is they are objecting to," Bacon says. If you still encounter resistance and denial, you could say, "I know you said you supported it, but I got the sense that you were uncomfortable about it in some way. I really would like to understand how you really feel."

????If you can get the other person to acknowledge that there is an issue, you'll have already won half the battle. Next, turn them into an ally for your cause by giving them some measure of control. "Use confrontation as a last resort," Bacon advises.

????Bradt recommends that you give problem employees your full support in every way, but then watch to see whether their attitude turns around. If the individual doesn't declare a change of heart within six to eight weeks, he's probably a lost cause.

????If you have someone who's dragging their feet on projects, add a chaperone to the mix and make public whatever promises they give to get work done. For instance, if a passive aggressive worker promises to get you data by a specific date, confirm that commitment with the employee in front of someone who needs that data.

????"When you make the agreement public like that, it's harder for the person to duck it," Bacon says.