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Problem-Solving with Difficult Employees in an Ever-changing Environment
Stephanie Hallman
Negotiation and Conflict Management
June 13, 2008
I) Introduction
a) Seven Styles
II) Theories and the Real-World Examples
a) Six Principles of Adaptive Change
i) Get on the Balcony
ii) Identify Adaptive Challenge
iii) Regulating Distress
iv) Maintaining Disciplined Attention
v) Giving the Work Back to People
vi) Protecting Voices of Leadership from Below
1) KPMG Netherlands
vii) Problem
viii) Remediation Tactics
ix) Results
b) Six-Step Positive Deviance Model
i) Make the Group the Guru
ii) Reframe the Facts
iii) Make it Safe to Learn
iv) Make Problems Concrete
v) Leverage Social Proof
vi) Confound the Immune Defense Response
c) Untangling Complex Issue: Acorn Consulting
i) Problem
ii) Remediation Tactics
III) Personal Application
a) What is my problem and why does this problem exist?
b) Who am I dealing with?
c) What is my goal and how do I obtain it?
IV) Conclusion
Problem-Solving with Difficult Employees in an Ever-changing Environment
What is a difficult employee? One who bucks the system and is a naturally defiant attacker? One who is a procrastinator and never has an assignment completed on time, continuously avoiding work? Or a drifter, who is easy going but easily distracted and disorganized? Having the knowledge of who your work personalities are is half the battle of coping with dealing with them. Having the ability to constructively solve work related issues with a difficult employee is invaluable.
Methods of motivating people differently due to their personal, natural characteristics are depicted well in Seven Styles, written by Dalton (2006). Each of the seven styles as described below is motivated differently:
Commanders are unapproachable, bossy, result-oriented, and not tactful; to motivate properly...