Colleagues, not managers.
WHAT DIFFICULTIES ARISE
Dismissiveness Territorial behaviour about code or systems Unwillingness to share knowledge Public criticism Passive resistance to decisions
WHAT TO DO FIRST
Establish whether it is about you.
HOW
Observe how they treat others.
WHAT TO DO ABOUT DISMISSIVENESS
Continue contributing, with evidence.
WHY
It frequently reflects their situation rather than your work.
WHAT TO DO ABOUT TERRITORIAL BEHAVIOUR
Involve them early, rather than presenting finished work.
WHY
It addresses the underlying concern, which is usually exclusion.
WHAT TO DO ABOUT PUBLIC CRITICISM
Respond to the substance, not the tone.
WHY
It de-escalates, and it looks better.
WHAT TO DO AFTERWARDS
Raise the tone privately, once.
WHAT TO DOCUMENT
Anything that could become a formal matter.
WHAT TO AVOID
Responding in kind Complaining to colleagues rather than addressing it Allowing it to continue indefinitely
WHAT TO RAISE WITH A MANAGER
Behaviour affecting the work, with specifics.
WHAT TO ASK FOR
A specific change.
WHY SPECIFIC
Vague complaints produce no action.
WHAT TO RECOGNISE
That you will not change their character.
WHAT YOU CAN CHANGE
How you interact, and whether you stay.
