By Jean Hollands

We can divide most employees into two categories: actor-outers, who are demonstrably angry, dramatic or temperamental; and actor-inners, who are generally repressed, nonassertive and often paint themselves as victims.

Which character type costs an employer more? Actor-outers are more expensive for the organization - by thousands. Actor-inners internalize their feelings and take home their frustrations. They don’t cost nearly as much as the escalating problem-maker. The victims eventually burn out, or they can passive-aggressively “forget” to perform tasks, which can be costly, but the actor-outers cause others to go home with headaches.

Following are some questions to ask about those who exhibit negative behaviors at work.

• Can micromanaging control junkies cost a lot of time? Of course. They cause a chain reaction that makes others become perfectionistic and anxious about their work. If there is only one right way, colleagues may subversively try to undermine that way. The micromanager routinely drains creativity from peers and subordinates and may even stifle his or her own manager with unrealistic or judgmental expectations.

• Can sarcasm be cured? When employees learn that sarcasm is a rude and demeaning way to communicate, and when they can be convinced that they can still be funny without the sarcasm, they will agree to more success-driven communication.

• Can people really change? Can old dogs learn some new tricks if the reward is great enough? People change because they are reinforced by their colleagues about a positive change in behavior. This reinforcement can be so seductive that the approximation of behavioral success leads to larger changes.

• What if I am perceived as negative? Talk about it. Declare your intention to change and ask for ongoing feedback. Expect that change is slow. Believe that you can make small strides and that it will actually be more efficient and you will feel more successful with some new and positive tools.

• What if nobody notices? Start your own public relations campaign. “Have you noticed that I’m not late on my report any longer, or that I don’t interrupt in the quarterly any more? I’m making some deliberate efforts.”

• How do we convince naysayers to get help? Remind them that what they are doing is not working. Help them find motivation and a goal and remind them that they could not possibly get there without changing behaviors. The new position, bonus, responsibility or project can sometimes be enough incentive to relate to others in a different way.

Jean Hollands, CEO, Growth & Leadership Center, author, Silicon Syndrome and Optimistic Organizations, is a management coach and corporate team-builder. Write to GLC, 1451 Grant Road, Mountain View 94040.