Working with Difficult People Quiz

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Working with Difficult People Quiz
2013-03-24 20:45:29
mgmt 350

Offenders, their behavior, and strategies to deal with them
Show Answers:

  1. clansmen
    exert power by banding together in a clique; flock together to ruffle your feathers; try to overturn or undermine the chain of command; believe they can influence or threaten your decisions (gang up on you)
  2. maintain control over your organization, win over the ringleader, strengthen the individual clansmen, dissolve threatening cliques w/o mentioning it, utilize the clique on projects requiring joint effort
    strategy to deal with clansmen
  3. brain-pickers
    exploit your ideas & steal credit & profit from them; phony office friends who pretend to care about you but only care about the info. they can extract from you; probe your mind with delicately worded questions (pump you for information); steal your ideas & adopt them or adapt them as their own; con artists
  4. separate your concepts in those you want to present as your own proposals & those that need the collective wisdom of a group to be properly developed, plug the leak (be tight-lipped),
    strategy to deal with brain-pickers
  5. fame-claimers
    boss assume credit for your work; not considered stealing to them, they believe it's rightfully theirs; have a lot of pride & are unwilling to share; hungry to get credit, believe they alone are responsible for results, totally in control
  6. gain recognition for your achievements, share the credit & gain a friend (acknowledge what they taught you & get them to think of you 2 as a team), share your problems & how you're handling them, document your procedures & accomplishments (send progress reports to people involved=written evidence)
    strategy to deal with fame-claimers
  7. dawdlers
    waste time while you wait for their work in order to complete your own; late for work, meetings, & appts; may feel insecure about their abilities & try to forestall results; loiter & linger; sit on the fence because they can't reach decisions; may move from 1 task to the next never completing anything; their problem becomes yours
  8. free yourself from their irresponsible behavior, direct them towards improvement, ask for clarification of responsibilities (deadlines), help them get organized w/o criticizing them, teach them to be punctual (start group meeting w/o them, tell them an earlier time than actually expected to start)
    strategy to deal with dawdlers
  9. perfectionists
    keep polishing their work, but it never meets their extravagant standards; expect too much from themselves; have excessively high expectations, extreme worriers so they keep putting off the assignment & produce less work; never satisfied
  10. help them focus on what's important to the company as well as themselves; align their priorities with company goals; help them deal with reality; reassure them that not everything has to be perfect (doesn't mean they're a failure); help them with time management; help them focus less on insignificant details or projects
    strategy to deal with perfectionists
  11. rule benders
    cut corners, skirting the borders of acceptability; take unauthorized action & make their own rules as they go along; doesn't matter whose turf they stomp on; may threaten you, can be demanding; ignore restrictions
  12. get them to obtain permission before they attempt any unauthorized acts; reestablish universal rules & stick to them; talk face-to-face with them (noncompliance is a serious problem, discuss unacceptable behavior, & spell out the consequences); follow up with feedback
    strategy to deal with rule benders
  13. imposers
    take unfair advantage of your time, talent, & good nature; self-centered & inconsiderate of others (feelings or needs); make a habit of exploiting you; promise to return favors but never do; some act helpless & beg for you to help them b/c "that's what friends are for"; get you to do their work will they use company time for personal bus. or outside activities
  14. learn to say no with less difficulty (don't be afraid to hurt their feelings); free yourself from doing what you don't want (esp. if it's wrong & doesn't obey company policy); remember that you don't need a reason to refuse a request (to be used); practice firm responses at home (don't be rude); suggest more appropriate ways to deal with the problem; place responsibility back where it belong (with them)
    strategy to deal with imposers
  15. instigators
    troublemakers who stir up workers & provoke action; say nasty things & twist the truth causing unnecessary problems; are bored, unchallenged, underutilized high-achievers; hostile, give you a hard time, upset about something, bitter, restricted
  16. help reshape their destructive efforts into productive ones, add excitement to reduce the mischief, offer empathy to show your understanding, give them more control over their own work
    strategy to deal with instigators
  17. ridiculers
    belittle & taunt you; put you down; use sarcasm to thinly veil criticism; tease you to hide their impatience; humiliate you with personal attacks & in front of people
  18. get the boss to become more straight forward in telling you what they want done & how, schedule a private meeting with the boss (be up-front & admit that you felt disturbed & wanted to clear the air, don't criticize them), ask the boss to explain what they meant by their remarks (be ready to receive good, constructive comments & don't make excuses 4 yourself)
    strategy to deal with ridiculers
  19. competitors
    make the simplest contest into a rivalry because they must surpass you; push, turn task into a clash purely for the prize of coming out ahead; when their ideas not accepted=person rejection & you become the enemy; you aren't aware that you're in a contest; don't care what it cost them to win; deep down their afraid they don't really excel so they feel forced to prove to themselves & you that they're superior
  20. help restore a friendly climate with no hostility, be professional & gracious (give them respect & recognition they desperately seek), explain the value of synthesizing, be honorable in taking & giving credit, be up-front
    strategy to deal with competitors
  21. one-uppers
    have to top whatever you say & go you 1 better; braggers; have extraordinary need for your admiration & choose an irritating way to get you to think they're important; do/say anything to impress you with how much they know or who they know; exaggerate
  22. bring about friendlier atmosphere which requires mutual respect & acknowledgement, don't get caught up in the "I can do anything better than you" game; tease them in a light & friendly tone, give them the recognition they've earned; give them your attention
    strategy to deal with one-uppers
  23. defiers
    insubordinate & disrespectfully oppose established policy; won't do, don't do, or delay doing orders; confront, resist, challenge, dare you to do something about their disobedience;
  24. you want to get peak performance from all your workers & be reasonable with them; check your own attitude (are you being open & fair), get right to the point of your meeting (don't beat around the bush or make small talk), let defiant workers get the gripes off their chests
    strategy to deal with defiers
  25. clams
    are unresponsive & refuse to tell you why they're silent; they won't divulge what you want to hear & their silence is intimidating b/c you don't know what it means; may use silence manipulatively b/c it makes you uncomfortable; uncommunicative may by their way of avoiding commitment
  26. restore your confidence by getting some good, useful feedback; use questions to pry them open (ask open-ended questions; go after detailed, specific info), don't move a muscle until they respond (turn the tables & use silence to your advantage, don't rush them), use body language as encouragement, acknowledge the boss's authority--don't threaten it
    strategy to deal with clams
  27. socializers
    put off work while they desk-hop, send personal messages, or enjoy the chat room; dedicated to having fun, don't seem to take anything seriously; overstep line between friendliness & responsibility; always take coffee breaks, procrastinators; interrupt everyone's routine & cause serious delays
  28. persuade them to cooperate & finish their assignments; spell out the importance of the task & the roles they play (let them know the benefits if the assignment is done well & the consequences if it is not), limit your request to your immediate concern, push politely without revealing panic (control your temper & hide your annoyance), ask them for their opinions (to help them feel involved), tie together what you want with their particular longing or interest
    strategy to deal with socializers
  29. supersensitives
    are extremely touchy & take every comment as a personal attack; get tense & uptight, act defensively; no matter what you say its suddenly you against them; lack confidence, feel inferior to you, are hurt much to easily
  30. overcome or tone down their resentment, get them to express their hurt directly & honestly, wedge a criticism between 2 compliments, recognize their requirements w/o assuming blame or guilt, discuss problems in private to avoid them feeling humiliated
    strategy to deal with supersensitives
  31. zealots
    fanatics who commit themselves w/o weighing all considerations; pushy & let their intense enthusiasm overcome their reason; get so excited, spout vigorous support w/o knowing exactly what they hope to achieve & have no clear sense of direction; unrealistically positive, react w/o thinking through the consequences, certainty that they're right makes it difficult to bring them back to reality
  32. redirect them so you can get your discussions back on track, you & colleagues have to stand up & speak out (in a pleasant, nonaggressive manner), press for details such as how their position compares with another's (w/o attacking their opinions force them to defend their views)
    strategy to deal with zealots
  33. put problem people in proper perspective (don't take antics personally, break free of their control), take your pick-positive or negative, don't expect difficult people to change (they won't), learn to respond as well as to listen, give & request frequent feedback, look at policies & procedures first, deal directly & discreetly (face-to-face), document for self-protection, be straightforward & unemotional, be gracious
    10 important guidelines to remember