Handling Difficult People. Chapter 12 Bailey & Burch (2010). Victoria Hynes Caldwell College. O verview. Sources of Information What is a difficult person ? Types of Difficult People Dealing with... What if it’s you? You Can’t Win ‘ Em All Summary Further Reading Questions
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Handling Difficult People Chapter 12 Bailey & Burch (2010) Victoria Hynes Caldwell College
Overview • Sources of Information • What is a difficult person? • Types of Difficult People • Dealing with... • What if it’s you? • You Can’t Win ‘Em All • Summary • Further Reading • Questions • References
Sources of Information • Bailey, J., & Burch, M. (2010). 25 essential skills and strategies for the professional behavior analyst. New York, NY: Routledge. • Google Images • Izquotes.com
What is a Difficult Person? • Someone who slows down or derails our attempt to effectively implement out behavior-change agenda. Characteristics may include Opposes new ideas Resists feedback Misrepresents who really did the work Does not comply with deadlines Argues about everything Lies (Bailey & Burch, 2010)
Approaching Difficult People This varies depending on: • The nature of the work relationship • Where the person is on the organizational chart (Bailey & Burch, 2010)
Types of Difficult People Found at ALL levels. Volunteer or Mediator Upper Management You? Direct Report Colleague or Peer (Bailey & Burch, 2010)
Dealing with Volunteers or Mediators Teachers, paras, bus drivers, counselors, cafeteria workers • Goal • To get these people involved • Ask yourself… • Are they getting enough reinforcement? • Have they been properly trained? • Does helping you mean they have to do their job in addition to what you need them to do? Nonbehavioral people who you recruit to assist you with behavioral programming (Bailey & Burch, 2010)
Dealing with Volunteers or Mediators As the behavioral consultant you must: • “Qualify” them and determine they are capable of doing this • Motivate them! • Monitor their performance • Provide Feedback The best solution is to anticipate the problems and have regular check-ins with the volunteers or mediators to make sure they are still on board and committed to the behavioral program.
Dealing with Direct Reports Employees, behavior therapists • Goal • To get these people to perform up to the standard you set for them • They will likely do this if they know what is expected of them • Look for • SDs, EOs, Reinforcers People who report to you and have their performance evaluation done by you The best solution is a shaping/fading program with a fairly dense schedule of reinforcement (Bailey & Burch, 2010)
Dealing with Colleagues and Peers • Tips • Use good behavioral skills • Keep your boss in the loop • Establish task guidelines and put them in writing • Hold regular, short meetings to monitor progress • Have a witness (if necessary) Your primary consideration should be to protect yourself from harm by association with people who are negative, argumentative, burned out, overly dramatic, or two-faced. (Bailey & Burch, 2010)
Dealing with Upper Management Presidents, Vice Presidents, CEOs • Tips • Set up a meeting • Explain your position in a calm, professional manner • Ask Is there anything I can do to make it better? • Ask for feedback • Sometimes it is just not a good match and... People who supervise you and do your performance evaluations (Bailey & Burch, 2010)
Are YOU the Difficult Person? • If you always encounter others who: • Consistently resist your ideas • Argue about your strategies • Try to diminish your impact on a work group • Ask a trusted colleague who will tell you the truth (Bailey & Burch, 2010)
Are YOU the Difficult Person? (Bailey & Burch, 2010)
You Can’t Win ‘Em All Sometimes people are against you no matter what… Be true to yourself and your professional ethics and know when to listen to Kenny (Bailey & Burch, 2010)
Summary Most difficult behavior is modifiable through shaping. • Don’t get emotional! • Focus on the behavior rather than the personality of the individual. • Read our book. (Bailey & Burch, 2010)
References • Bailey, J., & Burch, M. (2010). 25 essential skills and strategies for the professional behavior analyst. New York, NY: Routledge.