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These tips will help you minimize, reduce, and make less painful, the resistance to change that you create as you introduce changes. This is not the definitive guide to managing resistance to change – but implementing these suggestions, will give you a head start.

Own the changes. No matter where the change originated – and change can show up at any point in your organization, even originating with you – you must own the change yourself. It’s your responsibility to implement the change. You can only do that effectively, if you step back, take a deep breath, and plan how you will implement the change with the people you influence in your organization.
Get over it.Okay, you’ve had the opportunity to tell senior managers what you think. You spoke loudly in the focus group. You presented your recommended direction with data and examples to the team. The powers that be or the team leader have chosen a different direction than the one you supported. It’s

• time for the change to move on. Once the decision is made, your agitating time is over. Whether you disagree or not, once the organization, the group, or the team decides to move on – you need to do everything in your power to make the selected direction succeed.

• No biased and fractional support allowed. Even if you don’t support the direction, once the direction is the direction, you owe it 100% support. Wishy-washy or partial support is undermining the change effort. If you can’t buy into the fact that the chosen direction is where you are going, you can, at least, buy into the fact that it is critical that you support it. Once the direction is chosen, it is your job to make it work. Anything less is disrespectful, undermining, and destructive of the team decision.

• Recognize that resistance to change is minimized if you have created a trusting, employee-oriented, supportive work environment prior to the change. If you are considered to be honest, and your employees trust you and feel loyal to you, employees are much more likely te get onboard for the change quickly. So, the efforts you have expended in building this type of relationship will serve you well during change. (They will serve you well at work, in general, but especially during times of stress and change.)

• Communicate the change.You undoubtedly have reporting staff, departmental colleagues, and employees to whom you must communicate the change. How you communicate the change to the people you influence has the single most important impact on how much resistance to change will occur. If you wholeheartedly communicate the change, you will win the hearts and minds of the employees.One of the key factors in reducing resistance to change is to implement change in an environment in which there is wide-spread belief that a change is needed. So, one of your first tasks in effective communication is to build the case for why the change was needed. (If the rationale was not communicated to you, and if you are not clear about it yourself, you will have difficulty convincing others, so consult with your manager, first.)

  Specifically inform the employees about what your group can and cannot affect. Spend time discussing how to implement the change and make it work. Answer questions; honestly share your earlier reservations, but state that you are onboard and going to make the change work. Ask the employees to join you in that endeavor because only the team can make the change happen. Stress that you have knowledge, skills, and strengths that will help move the team forward, and so does each of the team members. All are critical.

• Help the employees identify what’s in it for them to make the change.A good portion of the normal resistance to change disappears when employees are clear about the benefits the change brings to them as individuals. Benefits to the group, the department, and the organization should be stressed, too. But, nothing is more important to an individual employee than to know the positive impact on their own career or job.Additionally, employees must feel that the time, energy, commitment, and focus necessary to implement the change are compensated equally by the benefits they will attain from making the change. Happier customers, increased sales, a pay raise, saved time and steps, positive notoriety, recognition from the boss, more effective, productive employees, and an exciting new role or project are examples of ways in which you can help employees feel compensated for the time, energy, focus, change, and challenge that any change requires.

• Listen deeply and empathetically to the employees. You can expect that the employees will experience the same range of emotions, thoughts, agreement, and disagreement that you experienced when the change was introduced to you or when you participated in creating the change. Never minimize an employee’s response to even the most simple change. You can’t know or experience the impact from an individual employee’s point of view. Maybe the change seems insignificant to many employees, but the change will seriously impact another employee’s favorite task. Hearing the employees out and letting them express their point of view in a non-judgmental environment will reduce resistance to change.

• Empower employees to contribute. Control of their own jobs is one of the five key factors in what employees want from work. So, too, this control aspect follows when you seek to minimize resistance to change. Give the employees control over any aspect of the change that they can manage. If you have communicated transparently, you have provided the direction, the rationale, the goals, and the parameters that have been set by your organization. Within that framework, your job is to empower the employees to make the change work. Practice effective delegation and set the critical path points at which you need feedback for the change effort – and get out of the way.

• Create an organization-wide feedback and improvement loop. Do these steps mean that the change that was made is the right or optimal change? Not necessarily. You must maintain an open line of communication throughout your organization to make sure that feedback reaches the ears of th employees leading the charge. Changing course or details, continuous improvement, and tweaking is a natural, and expected, part of any organizational change. Most changes are not poured in concrete but there must be a willingness to examine the improvement (plan – do – study – act).

If you implement your change in an organizational environment that is employee-oriented, with transparent communication and a high level of trust, you have a huge advantage. But, even in the most supportive environment, you must understand and respond to the range of human emotions and responses that are elicited during times of intense change.

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Resistance to change is a natural reaction when employees are asked, well, to change. Change is uncomfortable and requires new ways of thinking and doing. People have trouble developing a vision of what life will look like on the other side of a change. So, they tend to cling to the known rather than embrace the unknown.

Change produces anxiety and uncertainty. Employees may lose their sense of security. They may prefer the status quo. The range of reactions, when change is introduced, is immense and unpredictable. No employee is left unaffected in most changes. As a result, resistance to change often occurs when change is introduced.

Resistance to change is best viewed as a normal reaction. Even the most cooperative, supportive employees may experience resistance. So, don’t introduce change believing that you will experience nothing but resistance or that resistance will be severe. Instead, introduce change believing that your employees want to cooperate, make the best of each work situation, and that they will fully and enthusiastically support the changes as time goes by.

By your thinking and your approach, you can affect the degree to which resistance to change bogs the change down. You can reduce natural resistance to change by the actions you take and how you involve the employees who will be asked to change.

In a best case scenario, every employee has the opportunity to talk about, provide input to, and impact the change. Rationally, this depends on how big the change is and how many people the change will affect. In a company-wide change effort, for example, the employee input will likely be about how to implement the change at a departmental level, not about whether to make the change in the first place.

These recommendations are made for the millions of managers, supervisors, team leaders, and employees who are asked to change something – or everything – periodically at work. You may or may not have had input into the direction chosen by your executives or your organization. But, as the core doers at work, you are expected to make the changes and deal with any resistance to change that you may experience along the way. You can reduce employee resistance to change by taking these recommended actions.

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Ask anyone in your workplace what treatment they most want at work. They will likely top their list with the desire to be treated with dignity and respect. Popular songs tout the need for respect.

From Aretha Franklin:

“R-E-S-P-E-C-T
Find out what it means to me.”

to Train:

“Everybody needs a little respect
Everybody needs a little time
Everybody needs a little respect
Everybody needs a little.”

Everybody needs a little respect. You know when you have respect. You know when you don’t. But what is respect really? And, how is respect demonstrated at work?

You can demonstrate respect with simple, yet powerful actions. These ideas will help you avoid needless, insensitive, unmeant disrespect, too.

• Treat people with courtesy, politeness, and kindness.

• Encourage coworkers to express opinions and ideas.

• Listen to what others have to say before expressing your viewpoint. Never speak over, butt in, or cut off another person.

• Use people’s ideas to change or improve work. Let employees know you used their idea, or, better yet, encourage the person with the idea to implement the idea.

• Never insult people, name call, disparage or put down people or their ideas.

• Do not nit-pick, constantly criticize over little things, belittle, judge, demean or patronize. A series of seemingly trivial actions, added up over time, constitutes bullying.

• Treat people the same no matter their race, religion, gender, size, age, or country of origin. Implement policies and procedures consistently so people feel that they are treated fairly and equally. Treating people differently can constitute harassment or a hostile work environment.

• Include all coworkers in meetings, discussions, training, and events. While not every person can participate in every activity, do not marginalize, exclude or leave any one person out. Provide an equal opportunity for employees to participate in committees, task forces, or continuous improvement teams. Solicit volunteers and try to involve every volunteer.

• Praise much more frequently than you criticize. Encourage praise and recognition from employee to employee as well as from the supervisor.

• The golden rule does apply at work, or, as professional speaker Leslie Charles, says, “Implement the platinum rule: treat others as they wish to be treated.”

There are many other ways to demonstrate respect at work. These ten constitute a solid foundation. Implemented consistently at work, these respectful actions help ensure a respectful, considerate, professional work place.

http://humanresources.about.com/od/workrelationships/a/demo_respect.htm

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The focus of this article will be on hearsay evidence, which is the most controversial form of evidence.

Hearsay evidence is second-hand information, when a witness testifies not about something he or she witnessed or experienced (direct evidence), but about what someone else said. As a general rule, hearsay evidence is not admissible in courts of law.

The rationale for excluding hearsay evidence is a realisation of the potential unreliability and unfairness emanating from such evidence.

There are many dangers inherent in the use of hearsay. Hearsay evidence is unreliable because it cannot be tested by cross-examination.

The accused cannot confront his or her accuser, meaning that the audi alteram partem (“hear the other side”) rule, which is the cornerstone of natural justice, will have been violated.

The maker of a statement might have been deliberately lying or may have been mistaken owing to deficiencies in his or her power of memory. The purpose of cross-examination would be to expose those deficiencies, but if the maker of the statement cannot be available in person to corroborate it, this safeguard is lost.

More importantly, according to renowned legal writers Hoffmann and Zeffertt in The South African Law of Evidence, hearsay evidence is unreliable because the person who would have made the statement was not under oath.

The person who made the statement did not promise to tell the truth.

In spite of its potential problems, hearsay evidence is permissible under certain circumstances. Hearsay is necessary due to the fact that it is sometimes difficult to obtain direct evidence about a certain fact.

If hearsay did not exist, it would therefore be difficult to prove facts and there would be serious miscarriage of justice. Hearsay evidence can therefore not be discarded completely because there is always some “grain of truth” present in it.

From a labour perspective, in SA Catering and Allied Workers’ Union v OK Bazaars Ltd (1992), Arbitrator Cameron decided that hearsay evidence could be a means by which proper exploration of potential sources of industrial conflict could be achieved.

While the rules concerning hearsay are very strict in the ordinary courts of law, the same strictness does not apply to the Labour Court, arbitration proceedings or company disciplinary hearings.

Section 90A (1) of the Labour Act [Chapter 28:01] provides that “The Labour Court shall not be bound by the strict rules of evidence, and the court may ascertain any relevant fact by any means which the presiding officer thinks fit and which is not unfair or unjust to either party”.

Part III of Statutory Instrument 59 of 2006 (the Labour Court Rules), Rule 12 (2) on informality of proceedings, says “The court shall, so far as appear to be appropriate, avoid formality in its proceedings and may, where circumstances warrant it, depart from any enactment or rule of law relating to the admissibility of evidence in proceedings before courts of law generally”.

Rule 26 of the same instrument empowers a Labour Court President to depart from the Rules in the interests of justice, fairness, expediency and equity.

What these provisions of our law are simply saying is that a less technical and formalistic approach should be adopted in adjudicating labour disputes. The rigid legal formalities characteristic of conventional courts must not apply.

However, this must not be interpreted to mean that arbitrators and judges must not be strict with the law or that they can apply a lower standard of law even where it is not warranted. Far from it! Such an approach would open the floodgates for the admission of hearsay and will make a mockery of our legal system.

The Labour Court in Zimbabwe has dealt with cases involving hearsay evidence. For example, in the 2008 case of Ephraim Mtake v Zimbabwe Revenue Authority presided over by President L Hove, hearsay evidence was admitted in the proceedings.

In her judgement, she referred to the case of Chataira v Zesa (2000) which also dealt with hearsay evidence.

The Labour Court of South Africa has also dealt with the admissibility of hearsay evidence in its various judgments. Two helpful cases we will look at in this article are the Naraindath v CCMA and Others (2000) and Swiss South Africa (Pty) Ltd v Louw NO and Others (2006) cases.

In the Naraindath case, a CCMA arbitrator admitted hearsay evidence. Aggrieved, the employee appealed to the Labour Court. The Labour Court judge, Wallis AJ, ruled that the arbitrator had not committed any irregularity and referred to sections 138 (1) and (2) of the Labour Relations Act number 66 of 1995 which provide, among other things, that arbitrations should be conducted with the “minimum of legal formalities” and subject to the discretion of the arbitrator.

The judge was of the view that the purpose of the arbitration would be diminished if arbitrators were to conduct arbitrations by merely replicating the procedures adopted in courts of law and applying the same rules of evidence applicable in those courts.

In Swiss South Africa (Pvt) Ltd v Louw NO and Others, the employee worked as a check-in agent. Her job involved checking in passengers boarding an aeroplane and ensuring that their luggage did not exceed the fixed weight limit.

She was dismissed on allegations of having asked for a tip from a male passenger of Singapore Airline for purportedly waiving his “official payment” for the excess luggage.

The passenger allegedly complied in order to avoid any problems, but later lodged a complaint with a Mr Richard Lee of Singapore Airline. This e-mail was ultimately forwarded to Swiss South Africa.

The e-mail was presented as being evidence of the employee’s guilt, resulting in her dismissal. She referred her dismissal to the CCMA which found her dismissal to be unfair and ordered Swiss South Africa to retrospectively reinstate her.

On appeal, the Labour Court ruled that the e-mail did not have good evidential value and was pure hearsay and that the employee stood to lose her job on the basis of an untested e-mail.

The passenger who had lodged the complaint had not been available for cross-examination at the disciplinary hearing.

Isaac Mazanhi is a labour analyst.

http://www.newsday.co.zw/article/2011-12-27-hearsay-evidence-in-labour-dispute-resolution/

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Santa has a cool job. I wonder what Santa’s resume looks like?

Santa has knowledge of distribution and supply chain management, is the director of operations for a fairly large sized organization (I’m not sure just how many elves he has on his staff), has experience in branding, production management, customer service, conflict resolution, project management and would need a pilot’s license and knowledge of flight maneuvers.

Off to the Internet I went to do some research. Sure enough, someone has created a resume for Santa Claus! The job title for Santa is: Global Gift Giver. Isn’t that cool?

The summary of Santa’s position is similar to the following:

“Respected, deadline-driven professional with a global perspective, renowned for infinite generosity. Project and solutions-oriented, patient and tolerant listener, gains the trust and respect of countless stakeholders located across 24 time zones. Child-friendly and considerate, exudes energy and confidence, extends a warm welcome to persons of all faiths and nationalities. Multi-tasker, excellent time management skills, strives for operational excellence in a fast-paced environment. Brand conscious, constantly sees red and white, devises and executes creative marketing strategies to deliver dreams.”

I would call him for an interview, wouldn’t you?

What if you had instead read about a elderly, overweight gentleman who works one day out of the year? Doesn’t have quite the same pizzazz, does it?

I know this might seem a little silly, but as one idea led to the other, it was a perfect example of how the professionals at the WorkOne Centers teach jobseekers how to showcase and present their skills when describing their work experience in an interview or on a resume. For example, we often hear people describe their work experience as, “I have certain jobs to do every day and I just get them done.” WorkOne would coach this person to say, “I effectively manage time to meet deadlines in completing assigned projects.”

Employers want people who demonstrate flexibility, a good sense of humor, the ability to listen and have a positive attitude.

http://www.pal-item.com/article/20111225/NEWS01/112250323/Use-descripton-Santa-s-skill-set-inspiration

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Q: The employees I manage regularly complain to me about problems with their co-workers. I usually tell them to work it out with the other person.

Unfortunately, that strategy doesn’t often work. Both my boss and the employees seem to think it’s my job to fix their conflicts. You’ve said that those who have the conflict should resolve it, so what else can I do?

A: Those who have the conflict are usually best able to resolve it, but that doesn’t mean they won’t need some help. While it’s not a manager’s role to fix employee conflicts, it is the role of a manager to coach employees so they can be successful in all aspects of their jobs. This includes constructive conflict resolution.

Use these tips for effective conflict coaching.

Listen between the lines. When an employee comes to you with a complaint about a co-worker, take the time to really listen to their concerns. Don’t just ask what the issue is; ask why it is a problem for them. Be patient — the obvious problem is often not the primary problem, nor the only problem.

Plan the initial contact. Help the employee plan how to best approach the involved co-worker(s) — in person, email, telephone, text, etc. — to ask for a meeting. Assist in creating “I” messages that avoid finger pointing. Have the employee practice the approach so you can give feedback, or offer to preview an email message before it gets sent.

Build on what’s working. Stimulate thinking about what’s working well between the parties. Encourage the employee to highlight that along with the concerns, both in the initial approach and in the ensuing conversation.

Pick the setting to “work it out.” Help to choose a meeting place that is comfortable for both parties, private and free from interruptions and distractions. Assist with arranging a convenient time.

Set the stage. Ask the employee what she/he can do to solve the problem and what she/he needs for the problem to be solved. Ask why a particular solution makes sense as that will lead to more solutions.

Stress active listening. Highlight the need to listen carefully even when it gets difficult because of seeing things differently or feeling attacked. Suggest ground rules like “one person speaks at a time” and “no interrupting” to help both parties hold off with responses, questions or retorts until the other person has finished talking.

Coaching employees to resolve their own conflicts is a vital aspect of managing people. Make sure you have the necessary training and skills in order to be successful.

http://www.postcrescent.com/article/20111222/APC03/112220453/Alternative-Resolutions-column-Coach-employees-resolve-their-conflicts

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Conflict resolution along with dispute resolution and alternative dispute resolution (ADR) are methods of addressing various sources of conflict and finding methods of resolving this conflict in a manner that may or may not require legal action.  Various methods of conflict or dispute resolution include arbitration, litigation and mediation.

Conflict management is often confused with conflict resolution, but the management of various conflict issues such as gossip, feuding or terrorism is a long term approach to an issue and may or may not end in a resolution.  Conflict resolution is the act of resolving a dispute between two parties.

There are various types of conflict that one can find in the workplace or that we impose on each other in our personal lives.  Understanding the nature of conflict and how we react to it can assist in overcoming the problems.  In addition, there are various methods that can be implemented in order to resolve the issues at hand.  While conflict may seem to be a stumbling block in our lives, it can also be an excellent learning curve and can result in a much better understanding of how to address certain aspects of our lives.

The advantages of engaging in conflict resolution include:-

•  A Better Understanding of the Situation.  Having the ability to discuss openly the predicament allows both parties to clearly understand how the other thinks and feels.  This additional understanding will benefit their long term relationship.

• Resolutions Result In Better Bonding Between Co-Workers.  Mutual respect achieved through communication has long term benefits for all parties concerned.

• The Process Results In Self-Analysis.  The process of conflict resolution affords people the opportunity to analyse their own goals much more closely and this attention to details often results in a much clearer focus both in their careers and their personal lives.

In conflict resolution, you can stem the tide of a negative environment but a good understanding of the process is vital.  It is important to understand that conflict often results in a heightened level of emotion and knowing exactly what conflict is will help to ensure that you address it properly.

1. Conflict, when left alone, will develop and grow
2. Conflict is much more than a disagreement.
3. Conflict can result in intense emotional behaviour
4. Conflict is perceived as a threat to our nature and results in a non objective view of the facts.

Once you have established that a conflict requires resolving, you can make use of a range of services which will include actively listening to the parties concerned, gathering all the information with regards to the conflict, agreeing to the origins of the problem and brainstorming to find possible solutions.  Finally you will be able to negotiate a solution between the parties and learn from the experience.

There are some important key factors to consider when getting involved in conflict resolutions in the workplace or elsewhere. 

• Listen attentively to all parties and pay close attention to the method of delivery as well as the actual words used as this will inform you more clearly of the intent as well as the information.

• Take the focus away from who is right and who is wrong.  Negotiations and compromise can only be achieved when both parties feel that they are being respected and that blame is not laid on either side.

• Remove the personal from the professional.  Conflict can often result in personal emotions taking over where professionalism should be.  Being able to make the conflict about the work and not the person if vital.

• Deal with one thing at a time.  Conflict is very difficult to work through and can be exhausting, so deal with one issue at a time and take breaks when required particularly if you see that no progress is being made.

• Accept, Forgive and Move On.  There are times when letting go may be required.  Accepting that some situations are beyond your control that you may be required to forgive and move on.  Not having this ability can result in long and tiresome negotiations that may not lead to a resolution.

• There is extensive information on dealing with conflict in the workplace and how to achieve your aims.  It is vital to ensure that the conflict is deal with in order that it doesn´t escalate further.  Having a good understanding of the conflict resolution procedures and methods used will help to ensure that you remain in control and that a resolution is achieved which is mutually beneficial for both parties and where respect and teamwork can be maintained.

There is extensive information on dealing with conflict in the workplace and how to achieve your aims.  It is vital to ensure that the conflict is deal with in order that it doesn´t escalate further.  Having a good understanding of the conflict resolution procedures and methods used will help to ensure that you remain in control and that a resolution is achieved which is mutually beneficial for both parties and where respect and teamwork can be maintained.

http://www.mediationprocess.org/conflict-resolution

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Resolving conflict is one of the most important skills one can learn to experience success in life. In fact, some say it determines our success.

Since conflict is inevitable, what steps can you take to resolve your team’s own conflicts and internal strife? How can you make conflict a win-win proposition, something that will propel you to greater communication, teamwork, enjoyment, and success?

1. Someone should open the discussion with an “I” message. For example, “I am frustrated that we never follow through on what we agree to do at a team meeting.” Or, “I am sick and tired of being the only one who takes out the trash.”
2. Jointly clarify the issue promoting the disagreement.This is where you’ll discuss what the person meant. Get details, be specific. Ask the team member to talk moreabout the conflict. This is not the time for any generalities! Everyone involved should listen; it’s your job to make sure that happens.
3. Jointly decide the results everyone is looking for. No pretending allowed; that just perpetuates the conflict. Everyone involved should be heard and understood before deciding a direct, intention, or focus. One easy way to make sure each person is heard is to have someone (if you’re dealing with multiple people) repeat back what he or she just heard the other person say without using the same words. Then, the person who first spoke must agree that the other person correctly heard what was said.
4. Brainstorm alternatives. Once everything is completely “out on the table” and the desired result by all has been agreed upon without reservation, now is the time to come up with possible solutions. Too often we go from step 1 to step 4, because we’re all “fixers” and no one likes disagreement! Follow the general rules of brainstorming, such as all ideas being valid and worthy of recording so that they can be discussed.
5. Tentatively select the best option for the team. This is a great time to quit being the dictator and instead be a facilitator. Leading a dental practice doesn’t mean barking out commands. It does mean — among many, many other things — setting the direction and tone for the practice. This is a prime opportunity to have team members take ownership of the situation and agree as a team on what is the best option.
6. Set a date for review of the selected option.This last step is often forgotten. Make it a point to get a consensus on when it’s time to review the option decided upon by the team. Write it down, and follow through on the review when it comes time. Assess — with the team — how the option is working. If needed, make a new choice. Choices need not be fatal.Now that you have a format for working with conflict and everyone sees that conflict can be resolved in a productive way, continue to encourage openness to conflict and a willingness to engage in conflict in a nonthreatening way.

   There are additional ways to handle conflict constructively, and they are all just skills to be learned. I encourage you to seek out other methods. By increasing your repertoire of skills — and that of your team’s — you’ll develop a workplace where it is safe to disagree. Further, you’ll accomplish more, learn more, and be happier.

   Best of all, you won’t have to walk on eggshells or around that elephant, who takes up way too much space in your office anyway.

http://www.drbicuspid.com/index.aspx?Sec=sup&Sub=pmt&pag=dis&ItemID=309368&wf=47

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Difficult people do exist at work. Difficult people come in every variety and no workplace is without them. How difficult a person is for you to deal with depends on your self-esteem, your self-confidence and your professional courage. Dealing with difficult people is easier when the person is just generally obnoxious or when the behavior affects more than one person. Dealing with difficult people is much tougher when they are attacking you or undermining your professional contribution.

Difficult people come in every conceivable variety. Some talk constantly and never listen. Others must always have the last word. Some coworkers fail to keep commitments. Others criticize anything that they did not create. Difficult coworkers compete with you for power, privilege and the spotlight; some go way too far in courting the boss’s positive opinion – to your diminishment.

Some coworkers attempt to undermine you and you constantly feel as if you need to watch your back. Your boss plays favorites and the favored party lords it over you; people form cliques and leave you out. Difficult people and situations exist in every work place. They all have one thing in common. You must address them. No matter the type of difficult situation in which you find yourself, dealing with difficult people or situations is a must.

Ready to address the difficult people in your life? Read on. Want more when finished? Here are ten more tips for dealing with difficult people.

Why You Must Deal With Difficult People

Trust me. Your situation won’t get better; left unaddressed, it usually gets worse. Unaddressed, necessary conflict simmers just below – and often erupts counterproductively above – the surface at work.

Initially, people go into shock when they are treated unprofessionally, so if you take some time to understand exactly what is happening to you, you are not alone. Once you are fully aware of what is happening, deciding to live with the situation long term is not an option. You become so angry and feel so much pain that your efforts to address the situation become irrational. It’s far better to address the difficult person while you can maintain some objectivity and emotional control.

Constant complaining about the coworker or situation can quickly earn you the title of whiner or complainer. Managers wonder why you are unable to solve your own problems – even if the manager’s tolerance or encouragement of the situation is part of the problem.

Worse Case Scenario If You Fail to Deal With Difficult People

Most importantly, if you are embroiled in a constant conflict at work, you may not only get blamed for being “unable to handle the situation like a mature professional,” you may be labeled as a “difficult” person, too. This label is hard to escape and can have devastating consequences for your career.

Finally, if the situation continues to deteriorate over time, the organization and your boss may tire of you. The boss may decide you are a “high maintenance” employee, easily replaced with a more professional or cooperative person, and you could lose your job.

Dealing With the Difficult Coworker

I’ve experienced workplaces in which all sorts of dysfunctional approaches to dealing with a difficult coworker have been tried. Putting an anonymous note in the person’s mailbox is not an option. Placing a can of deodorant on a hygiene-challenged coworker’s desk is not a productive option either. Confronting the bully publicly can often lead to disaster. Putting dead bugs in his desk drawer can leave your boss no option other than to fire you. So, let’s look at more productive ways to address your difficult coworker.

http://humanresources.about.com/od/workrelationships/a/difficultpeople.htm

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Some people exude negativity. They don’t like their jobs or they don’t like their company. Their bosses are always jerks and they are always treated unfairly. The company is always going down the tube and customers are worthless. You know these negative Neds and Nellies – every organization has some – and you can best address their impact on you via avoidance.

On the other hand, sometimes normally positive people are negative. Some of the time, too, their reasons for negativity are legitimate. You will take a completely different tack with these occasionally negative people. We’ll deal with both of these varieties of negativity from people.

Tips for Dealing With Occasional Negativity

• Listen to the employee or coworker’s complaints until you are certain that they feel heard out and listened to. Sometimes people repeat negative sentiments over and over because they don’t feel like you have really listened to them. Ask questions. Clarify their statements. Make sure you have actively listened.

• Decide if you believe the employee or coworker has legitimate reasons for their negativity. If you decide affirmatively, ask if they’d like your helpto solve the problem. If they ask for help, provide advice or ideas for how the coworker can address the reason for their negativity.Short term advice that points a person in a positive direction is welcome. But, your role is not to provide therapy or counseling. Nor, is your role to provide comprehensive career advice or long term recommendations. Point the coworker to helpful books, seminars, or the Human Resources Department to solve their problem. Know your limits when advising coworkers.

• Sometimes, the coworker just wants to complain to a friendly, listening ear; they don’t want your advice or assistance to address the situation. Listen, but set limits so the coworker does not overstay or over-talk his or her welcome. Long term complaining saps your energy and positive outlook. Don’t allow that to happen. Walk away. Tell the coworker you’d prefer to move on to more positive subjects.

• If you listen to the coworker’s negativity, and decide the concerns are not legitimate, practice personal courage and tell them what you think. Tell the coworker you care about their concern and about their happiness at work, but you disagree with their assessment of the situation.Back gracefully out of additional conversations. The coworker will attempt to appeal to your sympathetic nature, but if you believe the negativity is unwarranted, don’t spend your time listening or helping the coworker to address the negative feelings. You will only encourage long term and growing negative feelings and, potentially, behavior. You will set yourself up as a negativity magnet. Constant negative interactions will eventually permeate your interaction with your workplace.

Tips for Dealing With Negative Coworkers

Deal with genuinely negative people by spending as little time with them as possible. Just as you set limits with the coworkers whose negativity you believe is baseless or unwarranted, you need to set limits with genuinely negative people.

Causes of their long term negativity are not your concern. Every negative person has a story. Don’t impact your positive outlook by listening to the stories, or reviewing the history and the background about the grievances purported to cause the negativity. You reinforce the negativity; negativity is a choice. Negativity mongers need a new job, a new company, a new career, a new outlook, or counseling. They don’t need you.

Deal with negative coworkers in these ways.

• Avoid spending time with a negative coworker.

• If you are forced, through your role in the company, to work with a negative person, set limits. Do not allow yourself to be drawn into negative discussions. Tell the negative coworker, you prefer to think about your job positively. Avoid providing a sympathetic audience for the negativity.

• Suggest the negative person seek assistance from human resources or their supervisor.

• If all else fails, talk to your own supervisor or human resources staff about the challenges you are experiencing in dealing with the negative person. Your supervisor may have ideas, may be willing to address the negativity, and may address the issue with the negative person’s supervisor. Persistent negativity, that impacts coworkers’ work is a work behavior that may require disciplinary action.

• If negativity among employees in your company is persistent, if the issues that warrant negativity are left unaddressed, and the negativity affects your ability to professionally perform your work, you may want to consider moving on. Your current culture will not support your desired work environment. And, if no one is working to improve a work culture that enables negativity, don’t expect the culture to change any time soon.

http://humanresources.about.com/od/conflictresolution/a/negative_worker.htm

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