- ‘demotivation attacks’ are occasional, circumstantial things, triggered by circumstantial factors (the visit of a difficult client; or being under the weather), or are they habitual, typifying your working style (leaving tasks unfinished; or saying yes to everything irrespective of whether you can do it).
- deal with stubborn, arrogant, hostile, greedy, or dishonest. Or they might be, for the most part, affable.
- material rewards, professional standards, or personal targets are good thinking points to identify your needs. Next, list the efforts you are making – on your job, in your community, or whatever.
- increased understanding: The discussion needed to resolve conflict expands people's awareness of the situation, giving them an insight into how they can achieve their own goals without undermining those of other people.
- improved self-knowledge: Conflict pushes individuals to examine their goals in close detail, helping them understand the things that are most important to them, sharpening their focus, and enhancing their effectiveness.
- Conflict managing-
- Keep people and problems separate: Recognize that in many cases the other person is not just "being difficult" – real and valid differences can lie behind conflictive positions. By separating the problem from the person, real issues can be debated without damaging working relationships.
- Pay attention to the interests that are being presented: By listening carefully you'll most-likely understand why the person is adopting his or her position.
- Listen first; talk second: To solve a problem effectively you have to understand where the other person is coming from before defending your own position.
- Set the scene: make sure that people understand that the conflict may be a mutual problem, which may be best resolved through discussion and negotiation rather than through raw aggression.
- Active listening
- Restate
- Paraphrase
- Summarize
- To calm these situations down, it helps to take a positive approach to conflict resolution, where discussion is courteous and non-confrontational, and the focus is on issues rather than on individuals. If this is done, then, as long as people listen carefully and explore facts, issues and possible solutions properly, conflict can often be resolved effectively.
- Relax! Once you recognized the emotion, you need to let it pass so you can think clearly and objectively.
- Help your boss to delegate to you more effectively by prompting him to give you all the information you will need up front, and to set interim review points along the way.
- Volunteer to take on work or projects that you're confident you'll be good at. This will start to increase his confidence in you - and his delegation skills.
- Make sure that you communicate progress to your boss regularly, to discourage him from seeking information just because he hasn't had any for a while.
- Concentrate on helping your boss to change one micromanagement habit at a time. Remember that he's only human too, and is allowed to make mistakes!
- Team work: those who get the work done, those who are extroverted and motivate others, those who make sure the process is right
- A useful piece of advice handed down from generation to generation of manager is to “never underestimate the value of team spirit, motivation and hard work”. (This advice usually also concludes “And never over-estimate people’s knowledge and understanding”.)
- Explain the issue thoroughly yet condensed enough to get the big picture: set-up, introduction, annotation, concluding thoughts, ask if any questions (review). This is pretty much learning teaching skills- what and how to teach :(
sep 17 2010 ∞
sep 21 2010 +