Solving People Problems on the Job:Solving People Problems on the Job:Kelley School of Business X420Kelley School of Business X420

Discussion Session #71Discussion Session #71

Teams made up of dynamic, creative individuals Teams made up of dynamic, creative individuals will almost always will almost always

suffer from periods of conflict.suffer from periods of conflict.

Teams are, inevitably, made up of individuals.Teams are, inevitably, made up of individuals.

Many individuals have what may be politely termed Many individuals have what may be politely termed “problem personalities”“problem personalities”

…no, this is the WRONG attitude for dealing with problem folks…

To deal with a negative person you should…

Determine your level of involvement

Try to understand where they’re coming from

Influence their attitude

Help resolve the source problems

Recover from the experience

Research shows that the most significant Research shows that the most significant roadblock to effective teamwork is….roadblock to effective teamwork is….

There are other times when rigid behavior is unreasonable….

Sometime it just makes sense to inflexibly follow the rules…

Research indicates that the major factor in Research indicates that the major factor in unreasonable unreasonable rigidityrigidity is… is…

Among working teams, Among working teams, self esteemself esteem is a major fear is a major fear factorfactor

Fear, and rigidity in belief or opinions, can lead to anger and conflict.

As a member of the As a member of the team, or as a team team, or as a team leader, the goal is to leader, the goal is to avoid or eliminate avoid or eliminate conflict.conflict.

To do this effectively, To do this effectively, one needs to one needs to understand the root understand the root causes of team causes of team conflict.conflict.

The ways in which team conflict The ways in which team conflict occurs are as varied as the occurs are as varied as the individuals who make up the teams. individuals who make up the teams. As long as rigidity of thought and As long as rigidity of thought and attitude rules the day, there can be attitude rules the day, there can be no effective solution.no effective solution.

So, what do you do?….

Basically, people tend to Basically, people tend to fall back on rigid fall back on rigid approaches to problem-approaches to problem-solving when other solving when other avenues do not seem to avenues do not seem to be available.be available.

The solution to creating compatible teams is simple, The solution to creating compatible teams is simple, but it sure is not EASYbut it sure is not EASY..

You must create and support a team environment of

OPENNESS, TRUTH, HONESTY and SELF-AWARENESS.

”SERENITY”

While not necessarily as simple as “The Good, The Bad and The Ugly”,

problem personalities do fall into some generally recognized

archetypes….

“Problem Personality” types

The The DEADWEIGHTDEADWEIGHT…they never pull their fair share of the

load,everyone else has to do more to compensate...

If you are a manager of a Deadweight, closer direct supervision

may be necessary to change this behavior pattern.

The LEECHThe LEECH

… they always want to talk when you are busy, inconsiderately taking up your time …..

The BACKSTABBERThe BACKSTABBER… two-faced and untrustworthy, they try to undermine you, spread rumors and try to hurt your career …..

Team leader? Quash this poisonous behavior.

(your team will thank you)

The EMPIRE The EMPIRE BUILDERBUILDER… they try to get more power and will

step all over you to get it …..

The JABBERThe JABBER… the playground bully grown up, they pick on every weakness they see, a practical joker who just does not get it…..

The KNOW-IT-ALLThe KNOW-IT-ALL… they always know a better way of doing anything, and cannot wait to tell you. ... Their advice is freely given but not always welcome…..

The Quiz: match up the The Quiz: match up the quote with the typequote with the type

1. “Zzzzzz….”2. “What are you working on? Oh, the annual report. That’s due

tomorrow, isn’t it? eh…well let me tell you, I had a horrible weekend….”

3. “You know, I wouldn’t want to point any fingers, but Mark managed to totally screw up that project outline –--oh, hi Mark! How you doin’ old buddy? You’re lookin’ great.”

4. “Look, I know my team has a full schedule, but we can handle this extra assignment, no problem. Just give us that corner office space and boost our supplies budget and we’re good to go.”

5. “Marie, fashionably late as usual! And Todd, that unwashed hippie look is perfect for casual Friday! Of course, it is Monday….”

6. “This reminds me of the Perkins account fiasco, been there - done that! Of course, you’ll want to get Research cracking on the precedents right away. That’s what I did. You will have you’re hands full, let me tell you. Why, I remember….”

A. The Know-It-AllB. The Empire BuilderC. The Deadweight

D. The JabberE. The LeechF. The

Backstabber

… there are ten coping behaviors that will give you an edge in dealing with all kinds of problems AND problem people you will encounter in the workplace.

I. Expect the bestII. Listen before talking, think before actingIII. Get to the pointIV. Change what they do, not who they areV. Model the behavior you desireVI. Adapt your approach to the personVII. Protect dignity and self-respect of othersVIII. Appeal to self-interestIX. Rejoice at successX. Cut your losses with remorse, not guilt

I. Expect the bestI. Expect the best Establish and maintain high standardsEstablish and maintain high standards

II. Listen before talking, think II. Listen before talking, think before actingbefore acting

Demonstrate the courtesy you expect Demonstrate the courtesy you expect from othersfrom others

III. Get to the pointIII. Get to the point Do not assume telepathy - say what Do not assume telepathy - say what

you meanyou mean

IV. Change what they do, not who IV. Change what they do, not who they arethey are

You cannot change people, You cannot change people,

settle for changing behaviorsettle for changing behavior

IV. Model the behavior you desireIV. Model the behavior you desire Be an exampleBe an example

VI. Adapt your approach to the personVI. Adapt your approach to the person People are individuals, not widgetsPeople are individuals, not widgets

VII. Protect the dignity of othersVII. Protect the dignity of others Everyone has individual worthEveryone has individual worth

VIII. Appeal to self-interestsVIII. Appeal to self-interests Enlightened self-interest is a strong incentiveEnlightened self-interest is a strong incentive

IX. Rejoice at successIX. Rejoice at success Give credit when problem behavior changesGive credit when problem behavior changes

X. Cut your losses with remorse, not X. Cut your losses with remorse, not guiltguilt

Hey, sometimes nothing works -- Move On.Hey, sometimes nothing works -- Move On.

The principles of resolving personality issues on the job come down to a few

basics: Honesty and openness

Integrity Tact Flexibility

Whether dealing with or with

Negative Attitudes = Difficult People

Among the most difficult - the “Hostile Aggressive” types…

The Sherman Tank….

The Sniper….

The Exploder….

The “Sherman Tank”

...they bully and push people around….

Stand up to them

But don’t get into an argument

Maintain a civil but undaunted composure

Keep your cool

Once you’ve stood up to them, be ready to be friendly

The “Sniper”

…they are sarcastic and critical….

Smoke them out

Polite confrontation in private about the “jokes” “Did you mean it that way?” Challenge them every time in this manner

KEEP YOUR COOL!

The “Exploder”

…normal one moment, out of control the next….

After explosion, do nothing but look them in the eye

Take a break, get some privacy

Offer a pragmatic plan of action

KEEP YOUR COOL!

You may have noticed a theme here….

To misquote Kipling,“If you can keep your coolcool when all about you are losing theirs….”

The “Complainer” will whine about everything.

Listen actively

Get them involved in solutions

Don’t apologize

The “clam” – silent and unresponsive no matter what.

After opening conversation, go silent

Friendly silent stare

Non-confrontational comment on the silent treatment

Emphasize how important the work is

Schedule another meeting

The “super-agreeable” -- always says yes, and usually let you down.

Strongly state your sympathies with their workload pressure

Offer to help them get the job done

Go for “win/win” compromises so they can relax.

Don’t keep accepting false agreements

“Naysayer” – says no to anything

Come back with a positive but realistic statement

Never argue with a negativist

Acknowledge what they say

Show alternatives

Explore worst case scenarios

Be ready to act alone

The “Know-it-all” is always right….

Paraphrase back at them their solution

Propose alternatives as questions

Give them a way to save face when they’re wrong

Know your facts

Be positive (it’s an attitude thing)

Thank them for their help

The “Indecisive” waits until you or chance decides for them.

Ask them for help with specific task problems

Offer your problem-solving ideas

Find out the real reason for indecisiveness, and help

Give them your support after decisions are made

Your positive attitude is your best weapon in dealing with difficult people.

Be open and honest

Keep your smile

Stay frosty, don’t let anger divert you

Calm directness will win out

Cultivate patience

You canYou canhelp overcome team help overcome team

conflict …conflict …

…BUILDING A WINNING TEAM

Solving People Problems on the Job: Solving People Problems on the Job: EVALUATION QUESTIONSEVALUATION QUESTIONS

USE: USE:

– a. Strongly agreea. Strongly agree

– b. Agreeb. Agree

– c. Disagreec. Disagree

– d. Strongly d. Strongly disagreedisagree

– e. Don’t knowe. Don’t know

1. I found the presentation material easy to understand.

2. This Advantage session increasedMy knowledge of the subject presented.

3. I will be able to use some of the Information from this session in the future.

4. The presenter was well prepared for this Advantage session.

5. This presentation should be repeated in future semesters.