Managing Challenging Managing Challenging Situations and PeopleSituations and People

Sue E. Williams, Ph.D. Renée A. Daugherty, Ph.D.Family Policy & Leadership Leadership & EducationalDevelopment Specialist Methods Specialist

A Leadership Development ModuleA Leadership Development Module

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““To support my position, let’s look To support my position, let’s look at some facts.” at some facts.”

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Trust me. It’ll be great! Terrific! Trust me. It’ll be great! Terrific! You’ll see… It’ll work! You’ll see… It’ll work!

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There ARE better methodsThere ARE better methodsof persuasion. of persuasion.

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CommunicationCommunication

Words, at best, are only 7% effective

Tone of voice = 23%Actions of body and

face = 70%Emotions

(combination of tone and actions) = 93%

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ObjectivesObjectives

Recognize benefits.Identify characteristics.Understand your approach.Learn to manage interpersonal

differences.Learn to manage false agreement.

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Conflict as OpportunityConflict as Opportunity

An opportunity for:– personal & organization change– learning– growth– improved performance

Points out existing barriers to success

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Do you understand your own Do you understand your own beliefs, attitudes and values?beliefs, attitudes and values?

Gold Watch

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Managing Conflict CreativelyManaging Conflict Creatively

What is your conflict management style?– Aggressive/Confrontive– Assertive/Persuasive– Observant/Introspective– Avoiding/Reactive

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Categories of Challenging Categories of Challenging PeoplePeople

Complainers

Super-Agreeables

Negativists

Silent-Unresponsives

Indecisives

Hostile-Aggressives

Know-It-All Experts

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10 General Strategies10 General Strategies

Put problem people in proper perspective. Take your pick -- positive or negative. Don’t expect difficult people to change. Learn to respond as well as listen. Give and request frequent feedback. Look first at policies and procedures. Deal directly and discreetly. Document for self-protection. Be straightforward and unemotional. Be gracious.

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False AgreementFalse Agreement

“On the Road to Abilene”The Abilene ParadoxMoral of the story:

– Difference between real and phony conflict– False agreement as damaging as

disagreement– Skills in agreement management are useful

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““The secret of managing is to keep The secret of managing is to keep the guys who hate you away from the guys who hate you away from the guys who are undecided.”the guys who are undecided.” Casey Stengel

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Remember . . . .Remember . . . .

You can control yourself.

You can manage the situation.

However, you cannot control another person.