我们不认为这个黑名单上的成员应该被当场解雇，没有任何改善的机会。检查那些毒害公司气氛的人的类型。对于他们中的每一个人，应该量身定做胡萝卜和大棒。

剧作家们

这些人物通过八卦、阴谋、告发、影射和暗示，使他们的同事敲打脑袋，从专业角度对冲突进行旋转，然后坐在第一排见证对决。这些破坏性的剧作家在公司里扮演着负面的社会角色，由于他们的活动，许多员工的生产力和对工作流程的参与度大大降低。

The main problem when searching for leverage for the playwrights is that they are almost impossible to tame legally. Even if the company practices the policy of refusal to gossip, bringing the legal basis for this taboo is difficult. Detailed documentation of incidents involving "playwright" and what happens in the office is the most effective solution. Impose the first and final notice and if it does not help then fire the employee.

受害者

这里有一种最狡猾的办公室气氛毒害者。这些人是绝对不可能的：他们总会为自己的懒惰和无能找到流泪的、合理的借口。当试图逃避惩罚时，他们会讲一些可歌可泣的故事，把可怜的人往前推。他们不可靠，无法应对压力，不断地寻求帮助。

员工-受害者的亚种之一是慢性病人--他们把任何一个喷嚏都当作留在家里的机会。管理层并不总是有能力找出工作场所缺少疑病症患者的真正原因；然而，生病的闲杂人员给公司带来的损失是比较真实的。

为了处理缺勤者，你可以使用严格的（但不是太多）纪律措施，这些措施应毫无例外地适用于所有员工。没有老师的宠物或宠儿!每位员工都有一个详细的、记录在案的责任区--所有项目和任务中的确定性和时限。只有在有医生证明的情况下才允许 "病人 "回来工作。如果没有任何变化，你应该给予警告或解雇该员工。

叛军

There are rules in every organization. In some, the discipline and the dress code are stricter, in others — easier and softer. However, there is always someone for whom "rule" equals "control" and, therefore, it should be avoided in any way. "Rebels" are against all rules, both simple and complex.

Any attempt to bring these people to senses ends up with even greater resistance. There are cases when such rebels attract other employees to their side, thus creating an office opposition. In a worst-case scenario, "rebels" become the leaders, leave the company and take the best employees with them.

According to experts, in most cases, you do not need to fight the "rebels". Typically, they are strong, independent individuals who know how to defend their position and are not afraid to swim against the current. So why not to try to force the rebellious spirit to produce some positive energy? Training or learning new skills would be welcome. Let the "rebels" try themselves in the field, where they will have to defend their opinion and try to express themselves: for example, in negotiations or PR.

公司的规则和要求应该是不可侵犯的，并得到所有员工的尊重，甚至是那些不同意的人。这是最基本的。不接受游戏规则的人可以自己玩，但要在场外。

贱民们

The "untouchables" are strategically important employees and managers who are harmful to the performance of the company and its atmosphere and staff. The lack of professionalism, lack of knowledge and understanding of corporate ethics, emotionality, impulsivity, and a rich collection of complexes makes these employees the real office Cerberus: they intimidate, manipulate, humiliate, irritate, and de-motivate. Pacifying “the untouchables” (and ideally, of course, to fire) can be done by someone who is taller, smarter and stronger than them - a business owner or the person occupying a higher position in the company. It would be great if you could find this axis of evil early on. In this case, the outcome might be more favorable.

不信教的人

If a person does not believe in something then he or she will not achieve any result and all the work will be reduced to a waste of time. This statement applies to all areas of human life and activities. "Non-believers" bury dreams and criticize ideas. They are inert and never get anywhere. They do not allow serious mistakes, but also never win. They are the gray background on which it is impossible to draw anything memorable. They only rejoice sincerely when their bank card balance replenishes.

These employees do the most damage in start-ups, developing projects, young companies looking to reach a higher level of development. "Non-believers" can rarely be influenced. Even if they change, it is usually for the worse. Why bother spending time on them?

聪明的人

It would seem that an expert on all issues and a walking encyclopedia cannot hurt a company? Rich experience and diverse knowledge help them to quickly solve problems and find a way out of difficult situations. However, that is why such employees are harmful, primarily for growing business and companies creating new products and services. The best innovators are not experts but students. The original and successful solutions come to those who are not afraid to take risks, act intuitively, examine the strange, and implement illogical and irrational. During all this, the "know-it-all" will keep saying that the venture will work out and back up his or her words by hundreds of scientifically based arguments and examples from world history.