The Conflict Junkies
戰(zhàn)斗狂型的同事

Who They Are: Conflict junkies are a combination of all the other types described, grafted into the most toxic and hostile contagion to ever poison the workplace. If Ebola was a personality type, it would be a conflict junkie.
他們是何許人也：戰(zhàn)斗狂型的同事是所有這些類型的結(jié)合體，把他們對(duì)別人的敵對(duì)心理傳染到整個(gè)工作場(chǎng)所。如果埃博拉病毒（Ebola）是一種性格類型，那就是這種戰(zhàn)斗狂型的性格了。

How to Identify Them: They are the pathological bullies who harass even the most well-intentioned staff; the combative co-workers everyone has a horror story about; the rebellious employees so caustic, they send their superiors into septic shock. They are completely resistant to civility.
如何判斷誰(shuí)是戰(zhàn)斗狂型的同事：他們是心理變態(tài)的暴徒，甚至?xí)}擾那些出于好意的員工；每個(gè)人都有一個(gè)關(guān)乎于這些“殺氣騰騰”同事的可怕故事；這種叛逆的員工就像害蟲(chóng)一樣會(huì)把這種不良性格傳染給他們上級(jí)。他們對(duì)文明采取絕對(duì)抵制的態(tài)度。

What to Watch Out For: Like moles, conflict junkies may initially appear submissive, but this is a ploy that lasts only until they have adjusted to a new situation. Like pretenders, once acclimated, they become agents of disruption. CJ’s go beyond the tactics used by directors to gain control, pitting colleagues against one another, sabotaging projects, undermining their superiors, withholding information to create conflict and misrepresenting situations to HR. Like panhandlers and headliners, they will go out of their way to feed their egos. The difference? They act with no concern for consequence, even when it threatens their own careers.
要注意的是：像鼴鼠型的同事一樣，戰(zhàn)斗狂型的同事起初表現(xiàn)得很順從，但這是他們適應(yīng)環(huán)境前的一個(gè)策略。像騙子型的同事一樣，一旦適應(yīng)了新環(huán)境，他們就開(kāi)始搞破壞。為獲得控制權(quán)，戰(zhàn)斗狂型的同事所用的策略比主管型的同事還多，讓同事們互相攻擊，使用陰謀詭計(jì)破壞項(xiàng)目，陷害他們的上級(jí)，隱瞞信息使人力資源深陷沖突誤解的泥潭。像乞丐型和以自我為中心型的同事一樣，他們會(huì)使用各種手段來(lái)滿足自己的野心。他們有什么不同嗎？戰(zhàn)斗狂型同事做事不顧后果，即使危害到他們的職業(yè)生涯也毫不在乎。

How to Protect Yourself: Handling conflict junkies is more than a one-person job. Take advantage of your organization’s policies, regulations and stated values. Leverage all penalties available, even those that require legal action, if needed. Report their conduct to HR, and encourage others to do the same so that you can build a case for their termination. If they cannot conduct themselves rationally and respectfully, you should refuse to assist, comply with, respond to or even acknowledge them. If all else fails, consider asking to be reassigned or taking a new job.
如何保護(hù)自己：對(duì)付戰(zhàn)斗狂僅靠一己之力是不夠的。好好利用組織上的政策，規(guī)則和所倡導(dǎo)的價(jià)值觀。必要的情況下，即使需要合法行動(dòng)，也要采取所有能處罰他們的手段。把他們的行為報(bào)告給人力資源，倡導(dǎo)別人也這樣做，這樣你就能建立他的一個(gè)案底從而扳倒他。如果他們不講道理，不尊重人，那你就不要幫助他們，不要遵從他們，不理他們甚至就當(dāng)不認(rèn)識(shí)他們。如果這些都不行，那就考慮去別的部門，或者找一份新工作。

英文來(lái)源：赫芬頓郵報(bào)
翻譯：趙寧（中國(guó)日?qǐng)?bào)網(wǎng)愛(ài)新聞iNews譯者）
審校&編輯：丹妮