dealing with difficult people

MANAGING NEGATIVE PEOPLE AND COURTEOUS SERVICE

RESEARCH FINDINGS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

GOALS OF HUMAN RELATIONS ,[object Object],[object Object],[object Object],[object Object]

HANDLING HUMAN RELATIONS ,[object Object],[object Object],[object Object]

KIND OF PEOPLE WITH NEGATIVE TRAITS ,[object Object],[object Object],[object Object],[object Object],[object Object]

THE DEFENSIVE GUY ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

THE CONSTANT ARGUER ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

THE “ME” GUY ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

THE STUBBORN GUY ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

THE BACK STABBER ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

THE BLAME GAME GUY ,[object Object],[object Object],[object Object],[object Object],[object Object]

THE WHINER ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object]

BIAS IN PERCEPTIONS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

TOPICS FOR TODAY ,[object Object],[object Object],[object Object],[object Object]

CHANGE ORIENTATION ,[object Object],[object Object],1-

LOCUS OF CONTROL 1- Internal Locus of Control : ‘ I was the cause of the success or failure for the change.’ External Locus of Control : ‘ Something else caused the success or failure.’

INTERNAL LOCUS OF CONTROL ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

EXTERNAL LOCUS OF CONTROL ,[object Object],[object Object],[object Object],[object Object],[object Object]

COMMUNICATION PROBLEMS ,[object Object],[object Object],[object Object]

RELATIONSHIPS BETWEEN UNSKILLFUL COMMUNICATOR AND SUBORDINATE 4 - Abrasive, insensitive unskillful message delivery Distant, distrustful uncaring interpersonal relationships Restricted, inaccurate information and defective communication flow

COACHING AND COUNSELING 4 - ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

WHEN TO COACH: 4 - ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

COMMUNICATION STYLES RESPONDING TO OTHERS ,[object Object],[object Object],[object Object],[object Object],[object Object],4 -

APPRAISALS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Write people’s accomplishment in stone and thier faults in sand Benjamin Franklin

“ Know Thyself” Carved on the Oracle at Delphi “ He that would govern others must first master himself” Messinger

SCHUTZ MODEL – 1992 ,[object Object],[object Object],[object Object],[object Object]

Inclusion Control Affection Expressed Behavior Towards Others Wanted Behavior From Other 18 . TOTAL e 10 . TOTAL W TOTAL SOCIAL INTERACTION INDEX MR. EXTROVERT 3 2 5 4 6 8 7 8 13 28

Inclusion Control Affection Expressed Behavior Towards Others Wanted Behavior From Other 07 . TOTAL e 08 . TOTAL W TOTAL SOCIAL INTERACTION INDEX MR. INTROVERT 4 3 1 3 2 2 7 5 3 15

CASE STUDY HARVARD BUSINESS REVIEW

CASE STUDY- WHAT A STAR-WHAT A JERK ,[object Object],[object Object],[object Object],[object Object],[object Object]

MARY ROWE. TEACHES NEGOTIATIONS AND CONFLICT MANAGEMENT AT SLOAN SCHOOL OF MANAGEMENT AT MIT ,[object Object],[object Object],[object Object],[object Object],[object Object]

CHUCK MCKENZIE. SENIOR VICE PRESIDENT AT OPPENMEIMER FUNDS. BASED IN NEW YORK ,[object Object],[object Object],[object Object],[object Object],[object Object]

JAMES WALDROOP. PSYCHOLOGIST, PRINCIPAL AT PEREGRINE PARTNERS THAT SPECIALIZES IN EXECUTIVE DEVELOPMENT AND EMPLOYEE RETENTION ,[object Object],[object Object],[object Object],[object Object],[object Object]

STEPHEN COVEY ,[object Object],[object Object],[object Object]

BUILDING A CUSTOMER READY ORGANIZATION ,[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

dealing with difficult people

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dealing with difficult people