Interpersonal relationships can influence consistently the effectiveness of
work and well-being of employees as well as their psychological state. However,
often the problem of the formation of positive interpersonal relationships arises,
especially when there are some difficult people within an organization, who
ignore interests and needs of other employees. In fact, it is possible to find
such difficult people practically in any organization. Many employs believe
the communication and mutual work with these people are impossible, but, in
actuality, it is necessary to learn how to deal with difficult people. If a
person knows how to behave and communicate with difficult people he/she will
hardly have any serious difficulties with these people, though it does not mean
that this person will be able to establish friendly relationships with difficult
people. However, many people do not know how to deal with difficult people.
In this respect, it is possible to refer to D.R. McKay’s article “The
Five Difficult People You Meet at Work and How to Get along with Them”
and to J. Horsch’s article “How to Work with Difficult People at
Work”.
In fact, the two aforementioned articles suggest quite different approaches
to the problem of relationships with difficult people. D. R. McKay studies different
types of difficult people and develops recommendations concerning each type,
taking into consideration specific traits of character of each type. To put
it more precisely the author distinguishes the chatterbox as one of the types
of difficult people. Dealing with a chatterbox, McKay recommends avoiding insulting
the co-worker and, instead of avoiding the communication with person pointblank,
that is not always possible, the author recommends to put the blame on you and
explain the co-worker that you have problems with concentration while listening
to her interesting stories. In addition, it is possible to limit the communication
with this person and to have a lunch once a week for instance.
Another type of difficult people is a gossiper who is always gossiping and discussing
various stories related to other people. The author recommends changing the
communication style with this person and when he/she start gossiping it is necessary
to explain this person that you are not interested in discussing other’s
people life behind their back. The same advice the author gives in relation
to complainers. To put it more precisely, he simply recommends changing the
subject of the conversation in order to avoid listening complaints. Also, there
may be delegators who attempt to delegate their jobs and duties to you. In such
a situation, it is necessary to explain them that you have your own job to do
and duties to fulfill. Finally, there are credit gabbers who are always borrowing
money. In relation to this people, it is necessary to refuse to help them out
when they ask for help constantly.
Alternatively, J. Horsch recommends changing your own attitude to work and difficult
people. the author argues that self-perception is very important and the way
we perceive other people may be even more important. This is why it is necessary
to accept difficult people as they are and develop assertiveness in your own
forces that will help to avoid conflicts with difficult people.
In such a way, it is possible to use various strategies and approaches to difficult
people, but, above all, it is necessary to develop flexible communication style
in order to be able to maintain normal relationships with all people at work.
Otherwise, you risk to become a difficult person for them.
References:
Horsch’s J. (2008). How to Work with Difficult People at Work. Retrieved
October 11, 2008 from http://ezinearticles.com/?How-to-Work-With-Difficult-People-at-Work&id=1531370
McKay, D.R. (2008). The Five Difficult People You Meet at Work and How to Get
along with Them. Retrieved October 11, 2008 from http://careerplanning.about.com/od/bosscoworkers/a/difficultpeople.php
Schein, E. H. (1999). Organizational culture and leadership. San Francisco:
Jossey-Bass.
Schmitt, B. and Simonson, A. (1997). In Marketing Aesthetics: The strategic
management of brands, identity, and image, New York: The Free Press.
