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Managing difficult people improving the working environment

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People who are inflexible and locked in their own style are ... Socialising. Myers-Briggs Type Indicator. E extrovert / introvert I. N intuitive / sensing S ... – PowerPoint PPT presentation

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Title: Managing difficult people improving the working environment


1
Managing difficult people - improving the working
environment
  • Pamela F Bell
  • Musgrave Park Hospital
  • Belfast
  • September 2005

2
(No Transcript)
3
Why are some people so difficult?
  • What do we mean by difficult?
  • a clash of personality types?
  • Different personality types communicate their
    feelings and wishes in different ways
  • People who are inflexible and locked in their own
    style are experienced as difficult

4
Personality
  • Carl Jungs four personality types
  • Go-getter
  • Carer
  • Analytical
  • Socialising

5
Myers-Briggs Type Indicator
  • E extrovert / introvert I
  • N intuitive / sensing S
  • T thinking / feeling F
  • J judging / perceiving P

6
How can we improve the working environment?
  • Develop skills to cope with difficult people
  • Practise active listening
  • Give feedback expertly
  • Hone your negotiating skills
  • Seek support

7
What skills do you need to cope with difficult
people?
  • First know yourself
  • How does your emotional intelligence affect the
    way in which you view others?

8
What skills do you need to cope with difficult
people?
  • First know yourself
  • How does your personality type alter your
    behaviour with respect to others?

9
What skills do you need to cope with difficult
people?
  • First know yourself
  • How does your behaviour alter when stressed?

10
Active listening
  • Spend more time listening than talking
  • Explore the issues
  • clarify your understanding of the others
    perspective
  • do not assume that your own feelings accurately
    reflect the emotions of others

11
Giving Feedback
  • Focus on description not on judgement
  • Focus on sharing ideas/information rather than
    giving advice
  • Focus on the needs of the receiver not on those
    of the giver
  • Focus on behaviour that the receiver can do
    something about
  • Focus on what is said rather than why it is said
  • Check that the information is clear/accurate

12
Hone your negotiating skills
  • Plan
  • Ask questions
  • Test your understanding
  • Summarise
  • Avoid defend/attack spirals
  • Avoid argument dilution
  • Comment on feelings

13
Thomas Kilmann Conflict Mode Instrument
ACCOMMODATING
COLLABORATING
high
COMPROMISING
Co-operation
AVOIDING
COMPETING
low
Assertiveness
assertive
unassertive
14
Reading
  • Resolving Conflict, S and M McConnon
  • Communication Skills for Effective Management, O
    Hargie, D Dickson, D Tourish
  • The 7 Habits of Highly Effective People, S Covey
  • The Art of War, Sun Tze
  • Inspiring Leadership, J Adair
  • Towards Emotional Literacy, S Orbach
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