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Atricle Dump - If It Weren't For Them-This Job Would Be Easy
Although its presence lingered unaddressed for many years, environmental noise is now recognized as a significant health issue. Environmental or ambient noise is unwanted or harmful outdoor sound created by human activities, including noise emitted by means of transport - road traffic, rail traffic, air traffic - and from sites of industrial activity. From delivery trucks to air conditioners, we are constantly bombarded by sounds that go unnoticed for the most part. However, out-of-earshot should not mean out-of-mind. It is precisely these innocuous environmental noises that should be sounding an alarm.Those involved with the more obvious noise sources such as airports, shooting sports, manufacturing or even musical concerts have long known the detrimental effect of extreme noise
4. Person wants to elicit sympathy from others. ‘Ain’t it awful, I have it so bad here.’ Person wants to look superior by airing others’ faults, thus avoiding a recognition of how she/he is part of the problem and has a responsibility for the resolution.
5. Person is threatened by new information. Is unable to accept different and possibly easier ways of doing something. Feels inadequate and unable to change. Fears change.
What To Do
1. After second response of ‘Yes But,’ use gentle confrontation to redirect the energy and focus of the person. Ask: “What is it you want to accomplish?’ Or point out: ‘It is important to consider solutions before you reject them.’ If the person insists there is no solution, suggest the need to learn ways to cope and cease complaining.
2. Encourage him/her to re-evaluate. Ask: ‘Do you want to…?’ The appropriate response is: ‘Yes, I do.’ Or ‘No, I don’
Many people sign up for affiliate programs with the hopes of making some serious money. They advertise a few places and then wait for the money to start pouring in. When it doesn’t, they blame it on the program and quit.I am convinced the only way to make money online is to have a consistent Advertising plan. A plan you are willing to work hard on and commit to for a selected period of time. When making this plan, you need to do two things. First, you should pick a few affiliate programs that are of interest to you. Second, you need to decide how long you want to work these programs. Once you decide on a time period (I recommend 6 months to a year), you must make a promise to yourself that you will not stop advertising until that time period is up. This is perhaps the mo
It seems that in almost every team, there is at least one ‘difficult’ person. His/her communication style tends to hinder the flow of communication and distracts the manager/group leader from the prescribed goals.
If managers/team leaders believe that the distracting behavior is a result of their style of leadership, they may feel inadequate or frustrated. It is important, therefore, that they understand these personalities are usually enduring styles rather than transient behaviors exhibited as a result of the team process.
In working with numerous managers/team leaders, I have isolated five communication styles. As with life in general, it is the exception that rivets our attention and stimulates reflection. Using Eric Berne’s Games People Play as the paradigm, I have abstracted five distracting communication styles that appear consistently no matter the environment. They are:
1. Yes, but
2. Wooden leg
3. If it weren’t for them (the boss, co-workers, management, etc.)
4. Ain’t it awful
5. Now I’ve got you, you S.O.B
While each of these styles is characterized by different behaviors, a common trait is avoidance behavior. Each style serves the purpose of avoiding becoming involved in the process and/or having to consider seriously the issues being raised.
In my experience, working in various settings, reveals that every organization’s employees manifest these personality styles in varying degrees. Organizations with no competitors have minimal influence from external forces to prompt growth, a situation which promotes organizational stagnation. This stagnation finds indirect expression through all the communication channels in the system and has its terminal impact on the attitude of the individual employee. Somehow, maintaining the status quo becomes both an organizational and personal dictum. When confronted with information that has a high probability of generating cognitive dissonance, the individual ‘instinctively’ wants to put his/her head in the sand or fight to defend the status quo. This syndrome is manifested behaviorally as the ‘games’ I have identified.
The following compendium represents a synthesis that I have developed to aid managers/team leaders in successfully managing these personality styles and in promoting effective learning.
One person does not have the right to ruin an otherwise well-functioning group. But one person can do just that if the manager/team leader doesn’t know how to respond to him/her. As you practice the responses given here, you will become more and more adept both at identifying different personality types and responding to them effectively. Instead of watching helplessly as all your well-laid plans go awry, you will have the satisfaction of knowing what is transpiring and that you are in charge of the situation.
Communication Style
l. Yes, But Person presents problem regarding work situation. Co-workers or Manager present possible solutions: “Have you considered…?” Person responds, “Yes, But….”
2.Wooden Leg Person makes statements of helplessness: “I can’t do….” “I’ll try….” “You expect too much.” “I’m can’t change at my age.” And on and on…
3.If it Weren’t for Them (The boss, Co-workers, management) Person blames others.
4. Ain’t it Awful Person relates ‘war stories’ regarding organization’s policies, etc. with no apparent purpose in mind.
5. Now I’ve Got You, You S.O.B. Person looks for and points out issues to discredit the information and the manager/leader’s ability.
Reason for Behavior
1. Person seeks no solution to problem. Desires to maintain status quo. Doesn’t want change. Wants to make others appear inferior by rejecting their solutions as not good enough
2. Person feels generally inadequate. Wants group either to rescue or feel sorry for him/her (poor helpless/ defenseless me.
3. Person doesn’t take responsibility for own behavior or solution to conflict. Blames others for problems, inadequacies, etc.
4. Person wants to elicit sympathy from others. ‘Ain’t it awful, I have it so bad here.’ Person wants to look superior by airing others’ faults, thus avoiding a recognition of how she/he is part of the problem and has a responsibility for the resolution.
5. Person is threatened by new information. Is unable to accept different and possibly easier ways of doing something. Feels inadequate and unable to change. Fears change.
What To Do
1. After second response of ‘Yes But,’ use gentle confrontation to redirect the energy and focus of the person. Ask: “What is it you want to accomplish?’ Or point out: ‘It is important to consider solutions before you reject them.’ If the person insists there is no solution, suggest the need to learn ways to cope and cease complaining.
2. Encourage him/her to re-evaluate. Ask: ‘Do you want to…?’ The appropriate response is: ‘Yes, I do.’ Or ‘No, I don’t
Efficiency in business is paramount to turning a profit and it therefore makes sense to study efficiencies in all types of businesses and apply those principles and theories to your business where possible. For those of us in the service business with service vehicles; we know that the costs to deliver those services have gone up considerably in the last decade; fuel, insurance and labor for instance. Things such as over regulation, lawsuits, traffic and customer demands have also increased to record highs. Shortages of labor and trained employees are also crucial, as quality labor supply dries up.As the other non-service industries such as manufacturing work hard to study processes and efficiencies, very few use this knowledge and theories and apply it to the service sector, but i
1. Yes, but
2. Wooden leg
3. If it weren’t for them (the boss, co-workers, management, etc.)
4. Ain’t it awful
5. Now I’ve got you, you S.O.B
While each of these styles is characterized by different behaviors, a common trait is avoidance behavior. Each style serves the purpose of avoiding becoming involved in the process and/or having to consider seriously the issues being raised.
In my experience, working in various settings, reveals that every organization’s employees manifest these personality styles in varying degrees. Organizations with no competitors have minimal influence from external forces to prompt growth, a situation which promotes organizational stagnation. This stagnation finds indirect expression through all the communication channels in the system and has its terminal impact on the attitude of the individual employee. Somehow, maintaining the status quo becomes both an organizational and personal dictum. When confronted with information that has a high probability of generating cognitive dissonance, the individual ‘instinctively’ wants to put his/her head in the sand or fight to defend the status quo. This syndrome is manifested behaviorally as the ‘games’ I have identified.
The following compendium represents a synthesis that I have developed to aid managers/team leaders in successfully managing these personality styles and in promoting effective learning.
One person does not have the right to ruin an otherwise well-functioning group. But one person can do just that if the manager/team leader doesn’t know how to respond to him/her. As you practice the responses given here, you will become more and more adept both at identifying different personality types and responding to them effectively. Instead of watching helplessly as all your well-laid plans go awry, you will have the satisfaction of knowing what is transpiring and that you are in charge of the situation.
Communication Style
l. Yes, But Person presents problem regarding work situation. Co-workers or Manager present possible solutions: “Have you considered…?” Person responds, “Yes, But….”
2.Wooden Leg Person makes statements of helplessness: “I can’t do….” “I’ll try….” “You expect too much.” “I’m can’t change at my age.” And on and on…
3.If it Weren’t for Them (The boss, Co-workers, management) Person blames others.
4. Ain’t it Awful Person relates ‘war stories’ regarding organization’s policies, etc. with no apparent purpose in mind.
5. Now I’ve Got You, You S.O.B. Person looks for and points out issues to discredit the information and the manager/leader’s ability.
Reason for Behavior
1. Person seeks no solution to problem. Desires to maintain status quo. Doesn’t want change. Wants to make others appear inferior by rejecting their solutions as not good enough
2. Person feels generally inadequate. Wants group either to rescue or feel sorry for him/her (poor helpless/ defenseless me.
3. Person doesn’t take responsibility for own behavior or solution to conflict. Blames others for problems, inadequacies, etc.
4. Person wants to elicit sympathy from others. ‘Ain’t it awful, I have it so bad here.’ Person wants to look superior by airing others’ faults, thus avoiding a recognition of how she/he is part of the problem and has a responsibility for the resolution.
5. Person is threatened by new information. Is unable to accept different and possibly easier ways of doing something. Feels inadequate and unable to change. Fears change.
What To Do
1. After second response of ‘Yes But,’ use gentle confrontation to redirect the energy and focus of the person. Ask: “What is it you want to accomplish?’ Or point out: ‘It is important to consider solutions before you reject them.’ If the person insists there is no solution, suggest the need to learn ways to cope and cease complaining.
2. Encourage him/her to re-evaluate. Ask: ‘Do you want to…?’ The appropriate response is: ‘Yes, I do.’ Or ‘No, I don’
A manufacturing team was to be charged a flat overhead charge (fee) for corporate Information Technology (IT) services. This overhead charge was to be paid whether they used them or not. The overhead charge was going to be proportional to the operating budget. The accountant suggested a proportional fee because it made accounting of IT projects and maintenance easier, and the IT manager needed to pay for his staff. Any upgrades, maintenance work orders, or other tasks would be taken care of under this overhead charge. There would be no cost or budget tracking needed.As management debated this, we realized that plumbers or dentists do not proportionally bill us whether we use them or not, but we pay for services rendered. In our personal finances, we carefully weigh the need f
The following compendium represents a synthesis that I have developed to aid managers/team leaders in successfully managing these personality styles and in promoting effective learning.
One person does not have the right to ruin an otherwise well-functioning group. But one person can do just that if the manager/team leader doesn’t know how to respond to him/her. As you practice the responses given here, you will become more and more adept both at identifying different personality types and responding to them effectively. Instead of watching helplessly as all your well-laid plans go awry, you will have the satisfaction of knowing what is transpiring and that you are in charge of the situation.
Communication Style
l. Yes, But Person presents problem regarding work situation. Co-workers or Manager present possible solutions: “Have you considered…?” Person responds, “Yes, But….”
2.Wooden Leg Person makes statements of helplessness: “I can’t do….” “I’ll try….” “You expect too much.” “I’m can’t change at my age.” And on and on…
3.If it Weren’t for Them (The boss, Co-workers, management) Person blames others.
4. Ain’t it Awful Person relates ‘war stories’ regarding organization’s policies, etc. with no apparent purpose in mind.
5. Now I’ve Got You, You S.O.B. Person looks for and points out issues to discredit the information and the manager/leader’s ability.
Reason for Behavior
1. Person seeks no solution to problem. Desires to maintain status quo. Doesn’t want change. Wants to make others appear inferior by rejecting their solutions as not good enough
2. Person feels generally inadequate. Wants group either to rescue or feel sorry for him/her (poor helpless/ defenseless me.
3. Person doesn’t take responsibility for own behavior or solution to conflict. Blames others for problems, inadequacies, etc.
4. Person wants to elicit sympathy from others. ‘Ain’t it awful, I have it so bad here.’ Person wants to look superior by airing others’ faults, thus avoiding a recognition of how she/he is part of the problem and has a responsibility for the resolution.
5. Person is threatened by new information. Is unable to accept different and possibly easier ways of doing something. Feels inadequate and unable to change. Fears change.
What To Do
1. After second response of ‘Yes But,’ use gentle confrontation to redirect the energy and focus of the person. Ask: “What is it you want to accomplish?’ Or point out: ‘It is important to consider solutions before you reject them.’ If the person insists there is no solution, suggest the need to learn ways to cope and cease complaining.
2. Encourage him/her to re-evaluate. Ask: ‘Do you want to…?’ The appropriate response is: ‘Yes, I do.’ Or ‘No, I don’
Selling your own fragrance is complex, rewarding and profitable. Complex because there are so many items to be considered bottles, labels, packaging, shipping, size and price.Rewarding because there is nothing quite like the buzz of seeing your product in a quality store being bought by a customer. Profitable because if your program is successful you can expect to sell a large number of bottles depending on the way or ways you have chosen to market your perfume.Perhaps the most important consideration you will have to undertake is" How you are going to SELL your fragrance?" Much depends on your situation. Do you have your own store for instance? Will you sell to other stores, speciality retailers and perhaps department stores. Have you considered mail order nationally and
l. Yes, But Person presents problem regarding work situation. Co-workers or Manager present possible solutions: “Have you considered…?” Person responds, “Yes, But….”
2.Wooden Leg Person makes statements of helplessness: “I can’t do….” “I’ll try….” “You expect too much.” “I’m can’t change at my age.” And on and on…
3.If it Weren’t for Them (The boss, Co-workers, management) Person blames others.
4. Ain’t it Awful Person relates ‘war stories’ regarding organization’s policies, etc. with no apparent purpose in mind.
5. Now I’ve Got You, You S.O.B. Person looks for and points out issues to discredit the information and the manager/leader’s ability.
Reason for Behavior
1. Person seeks no solution to problem. Desires to maintain status quo. Doesn’t want change. Wants to make others appear inferior by rejecting their solutions as not good enough
2. Person feels generally inadequate. Wants group either to rescue or feel sorry for him/her (poor helpless/ defenseless me.
3. Person doesn’t take responsibility for own behavior or solution to conflict. Blames others for problems, inadequacies, etc.
4. Person wants to elicit sympathy from others. ‘Ain’t it awful, I have it so bad here.’ Person wants to look superior by airing others’ faults, thus avoiding a recognition of how she/he is part of the problem and has a responsibility for the resolution.
5. Person is threatened by new information. Is unable to accept different and possibly easier ways of doing something. Feels inadequate and unable to change. Fears change.
What To Do
1. After second response of ‘Yes But,’ use gentle confrontation to redirect the energy and focus of the person. Ask: “What is it you want to accomplish?’ Or point out: ‘It is important to consider solutions before you reject them.’ If the person insists there is no solution, suggest the need to learn ways to cope and cease complaining.
2. Encourage him/her to re-evaluate. Ask: ‘Do you want to…?’ The appropriate response is: ‘Yes, I do.’ Or ‘No, I don’
If yours is a business with several departments, at one point you start to realize that in order to stay competitive, increase productivity and bring efficiency to your business, you need to optimize and automate some of your business processes. To identify which parts of your business activities are required to be optimized, first you need to have a clear understanding of the processes involved in your particular business. What is a Business Process? A business process is a series of specific, measured tasks performed by people and systems and designed to achieve a predetermined outcome. The processes have these important characteristics: The processes have internal and external users. They take place across or between organization’
4. Person wants to elicit sympathy from others. ‘Ain’t it awful, I have it so bad here.’ Person wants to look superior by airing others’ faults, thus avoiding a recognition of how she/he is part of the problem and has a responsibility for the resolution.
5. Person is threatened by new information. Is unable to accept different and possibly easier ways of doing something. Feels inadequate and unable to change. Fears change.
What To Do
1. After second response of ‘Yes But,’ use gentle confrontation to redirect the energy and focus of the person. Ask: “What is it you want to accomplish?’ Or point out: ‘It is important to consider solutions before you reject them.’ If the person insists there is no solution, suggest the need to learn ways to cope and cease complaining.
2. Encourage him/her to re-evaluate. Ask: ‘Do you want to…?’ The appropriate response is: ‘Yes, I do.’ Or ‘No, I don’t’ If the person continues to play ‘Wooden Leg,’ intercede politely and ask another person a question to direct the group to a productive discussion.
3. Use questions to bring out other aspects. Ask: ‘Have you discussed the issue with those involved?’ Or: “Have you told those involved how you feel?’ Have you shared your ideas and opinions?’ Encourage the person to look at the situation from others’ perspective.
4. Empathize with the person’s situation. Avoid joining in the game of ‘Ain’t it Awful.’ Ask: What he/she does to change the situation. If person seeks to find solution, engage in problem-solving dialogue. If person switches to ‘wooden-leg.’ Empathize and refer to wooden leg dialogue above.
5. Avoid becoming embroiled in answering a series of questions about your qualifications. Empathize with person’s fear of change. Encourage person to discuss feelings regarding change and how they see themselves as change agents. Remember that fear often precipitates aggressive/obstinate behavior. Keep your temper; the person is not attacking you. Empathize with their reactions to the content.
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