Verbal Aggressiveness and Frustration-Aggression-Displacement Theory

Abstract

What is Frustration-Aggression-Displacement Theory? Berkowitz (1989) reformulated the theory that was originally proposed by Dollard, Doob, Mower and Sears (1939). The Berkowitz reformulation of the theory provides a useful framework for understanding the way that some aggression takes place in workday settings. As employees seek positive rewards and are repeatedly and unexpectedly blocked from reaching those rewards, their frustrations can lead to aggression, especially where the goals are highly valued and the interference in attaining the goals is quite unexpected. Sometimes, this aggression is displaced, i.e., the aggression is verbalized toward someone other than the original instigator of the aggression (much like a driver, eager to reach an important destination on time, expresses road rage against another driver after three other drivers, none of whom is still around, cut the person off in traffic). According to Berkowitz’s reformulation, “Frustrations are aversive events and generate aggressive inclinations only to the extent that they produce negative affect.” (p. 71). Berkowitz (1989) explained that when an individual is engaged in goal-directed behavior, but is unexpectedly blocked from meeting his or her goal, then the “instigation to aggression” (p. 71) is stronger, especially when the individual perceives the goal as very desirable. Berkowitz (1989) explained (p. 71), “An unanticipated failure to obtain an attractive goal is more unpleasant than an expected failure, and it is the greater displeasure in the former case that gives rise to the stronger instigation to aggression. Similarly, the thwarted persons’ appraisals and attributions presumably determine how bad they feel at not getting what they had wanted so that they are most aggressively inclined when they experience strong negative affect.” This theory is especially useful in understanding workplace aggression because employees are often prevented from reaching their highly valued personal goals (more remuneration, more sick days, more vacation time, greater personal advancement) by often misunderstood or unclear company policies that are enforced by supervisors.