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Candid Conversations and Challenging Behaviours

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Candid Conversations and Challenging Behaviours

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    1. 1 Candid Conversations and Challenging Behaviours Building a supportive culture one conversation at a time: with colleagues; and with clients.

    2. 2 What to expect this morning Candid Conversations Conflict 2 Demonstrations Constructive criticism Gossip 7 Types of challenging behaviour

    3. 3 Manage difference: - At the earliest opportunity - In the most informal way - By the most appropriate people

    4. 4 Conflict is inevitable - it is how you manage it that counts. Conflict: Causes discomfort because it threatens relationships; Often requires an immediate response; is difficult to manage when there is a lack of preparation and control.

    5. 5 Fish rots from the head (Lead by example)

    6. 6 Exercise : Contrasting styles of management Two demonstrations – Same scenario 3.45 pm Friday afternoon – complaint Demo One - Ross as a Practice Manager Demo Two Ross as a much improved Practice Manager Identify the poor people management skills Be constructively critical - ‘What if….’

    7. 7 Your observations Constructive criticism – “What if..” - - - - - - -

    8. 8 What if Crusty Kristine says… “tell someone who cares”, “harden up”, “not interested” “I’ve got six minutes”

    9. 9 What if the concerned person… Goes behind your back and complains to Practice owner Dr Hyde that you are not doing your job. Says “ I don’t ‘do’ candid conversations that’s the job of Practice Managers”

    10. 10 What if the concerned person… Does not have conversation one and give other information which sounds like there is harassment occurring. Has conversation one and NOT conversation two.

    11. 11 The Candid Conversation PAST Preparing for a candid conversation LIST Conversation one: Setting up a candid conversation A FISHER SMART Conversation two: Having a candid conversation

    12. 12 P A S T Preparing for candid conversations P - Purpose of the negotiation A - Assess your own needs, interests & information (interest-based negotiation BATNA WATNA) S - Separate people from the problem (generation / personality / sex - GPS) T - Time – Is this the right time to have the conversation? If not, set it up Interest based bargaining: offers more flexibility than traditional bargaining begins with understanding the problem & identifying the interests that underlie each others position If people understand what lies beneath the ‘position’ then they often find that the interests are often mutual and that both sides are trying to achieve the same goal It is easier to generate and consider options to satisfy interests that may never have been possible before Issues are addressed in more depth and for this reason more energy needs to go into the bargaining process It is about satisfying mutual interests by consensus not the traditional approach of ‘my way of the high way’ It enable joint problem solving; It assumes that mutual gain is possible solutions that satisfy mutual gains are more durable That parties are there to help each other to achieve a positive result ElementsInterest based bargaining: offers more flexibility than traditional bargaining begins with understanding the problem & identifying the interests that underlie each others position If people understand what lies beneath the ‘position’ then they often find that the interests are often mutual and that both sides are trying to achieve the same goal It is easier to generate and consider options to satisfy interests that may never have been possible before Issues are addressed in more depth and for this reason more energy needs to go into the bargaining process It is about satisfying mutual interests by consensus not the traditional approach of ‘my way of the high way’ It enable joint problem solving; It assumes that mutual gain is possible solutions that satisfy mutual gains are more durable That parties are there to help each other to achieve a positive result Elements

    13. 13 PAST P – Purpose What is the purpose of having the conversation ? (Information gathering, reprimand, planning) Unless you know what you are seeking to achieve you cannot determine at a later time whether it was successful or not.

    14. 14 PAST A - Assess what your interests are Substantive: $ or specific acts to be done Procedural: the way in which the dispute is managed Psychological: e.g. apology, save face, reputation, joint statement) Procedural Opportunity to present ones views Time to prepare Avoidance of confrontational exchanges Psychological Personal injuries ; not about the $ but the opportunity for re training and to get back into the workforce Egs reputation, save face, honour values of justice and fairness, avoid stress and protect health, bring an end to a matterProcedural Opportunity to present ones views Time to prepare Avoidance of confrontational exchanges Psychological Personal injuries ; not about the $ but the opportunity for re training and to get back into the workforce Egs reputation, save face, honour values of justice and fairness, avoid stress and protect health, bring an end to a matter

    15. 15 PAST S - Separate the people from the problem Be hard on the problem; not hard on the people (‘Getting to Yes’ - Fisher & Ury ) Don’t make it personal ! Generations / Personality / Sex GPS Use of white board / note pad to combat a common problem; not the person Use of white board / note pad to combat a common problem; not the person

    16. “ We cannot control the evil tongues of others; but a good life enables us to disregard them” Cato the Elder Roman Orator & Politician (234BC – 149 BC) 16

    17. Gossip :“informal and evaluative talk in an organisation, usually present among no more than a few individuals, about another member of the organisation who is not present” Kurland and Pellard (2000_) passing the word: Toward a model of gossip and power in the workplace. Academy of Management Review Vol 25 , No.2 , p 429 Gossip cannot be eliminated, only managed. Thus gossip can be positive or negative 17

    18. Rumour is “ a more public and widely disseminated phenomenon” and its content is “unsubstantiated. ”Tebbutt and Marchington Look before you speak: Gossip and the insecure workplace. Work , Employment & Society Vol 11, No. 4 p176 Rumour is underpinned by a need to understand uncertainty and is usually widely circulated. Gossip is more personal and involves ego and status of the individual. Gossip usually occurs between friends. Noon. M and Delbridge R (1993) News from behind my hand: Gossip in organisations. Organisation Studies Vol 14, No. 23 pp 23 - 36 18

    19. To prevent negative gossip from spreading: - give timely and accurate information; - communicate it to all workers on a need to know basis and regardless of status and working hours. Changes to the workforce should be well planned and managed by participation of by those who are affected. 19

    20. Participate in informal discussions Walk around your workplace; be seen and make your presence be known. Provide information on a ‘need to know ‘ basis. Only disclose ‘positive gossip’ as you must lead by example. 20

    21. 21 7 types of challenging behaviours The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc

    22. 22 A. Personality Difference vs. Personality Clash “You and I have personality clash – that’s all” “ I do not come to work to be the best friends with everyone” The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc

    23. 23 Personality In an effective working environment is there such a thing as: a personality clash? a personality difference ? *** & ***** workplaces The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc

    24. 24 Exercise: Role play exercise A concerned employee making an anonymous complaint – personality clash

    25. 25 The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc

    26. 26 B. The two star performer *** & ***** workplaces

    27. 27

    28. 28 C. The Querulent “I will take this as far as it needs to go…I know my rights.” The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc

    29. 29 The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc

    30. 30 The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc

    31. 31 The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc

    32. 32 The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc

    33. 33 D. The Certifier “You and your processes make me sick – I am on stress leave from now on” The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc

    34. 34 The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc

    35. 35 E. The Harasser “I’ll have you for harassment” “You call it ‘quality assurance’. I call it workplace bullying” The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc

    36. 36 The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc

    37. 37 F. Passive / Aggressive “I haven’t done it… I didn’t think it was so important to you” “I heard you … I just don’t care” The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc

    38. 38 The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc

    39. 39 The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc

    40. 40 The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc

    41. 41 G. Mental Health issues Almost half of the Australian adult populations suffers from a mental disorder at some point in their life (Beyond Blue.com.au ABS 2007) “Characteristic behaviours caused by a disability cannot be the reason for disciplinary action to an employee. Dealing with Mental Illness in the Workplace, by Glenda Beecher, Maddocks', first released Oct/2003 The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc

    42. 42 The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc

    43. 43 The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc The roles for play at work are influenced by the way we behave in every other situation. We take our personality to work with us –social skills, communication skills etc

    44. 44 What we have covered Candid Conversations Conflict 2 Demonstrations Constructive criticism Gossip 7 Types of challenging behaviour

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