Friday, May 18, 2018

Team Decision-Making Part 3

Team Decision-Making Model 

Team Decision-Making Model
Model Benefits

  • Good for important team decisions, especially during team meetings
  • Provides structure to keep the group on track and to plan implementation and evaluation steps
  • Eliminates inappropriate “speeding”
  • Good framework for involving key stake holders in decisions which affect them
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Wednesday, May 16, 2018

Team Decision-Making Part 2

Six Methods of Decision-Making
  • Lack of Response
    • Someone suggests an idea
    • No one says anything about this idea
    • Someone else suggests another idea
    • This continues until the group acts on an idea
    • Ideas bypassed were decided by the group
  •   Authority Rule
    • The leader makes decisions.
    • These are often called command decisions
    • They come from the top down
    • Team can generate ideas and hold discussion
    • At any time the leader can decide on action
  • Minority Rule
    • One, two, or three people force decisions
    • Others hesitate to speak up
    • Others think everyone else agrees
    • It is assumed that silence means consent
  • Majority Rule
    • Voting (formal) or Polling (informal)
    • Many decisions not implemented as opposing members do not understand or support them
  •   Consensus
    • Consensus is reached when all members understand the decision, commit to it, and will support it, even though they may not agree with it to the letter. You need to coordinate core work
    • Consensus works best for High Performance teams when they need the involvement and support of team members or others
    • The double benefit of consensus is that you not only get better decisions, but better ownership and buy-in
  • Unanimous Consent
    • Everyone truly agrees
    • Very difficult to achieve
    • Takes incredible amounts of time
    • For most decisions, consensus is sufficient
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Monday, May 14, 2018

Team Decision-Making Part 1

A high-performance organization is built on productive teamwork. It is essential that teams make decisions effectively and efficiently. In this newsletter, we will explore how to improve team decision-making.

Barriers to Team Decision-Making
  • Limited experience together
  • Conflicting member goals
  • Not sharing information
  • Competition: "My idea is better than yours."
  • Agreeing too quickly before critical discussion
  • One or two people dominate
  • Group is too large or too small
  • No one takes the initiative
  • Low trust
  • Limited time
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Wednesday, May 2, 2018

Managing Difficult People Part 3

The Faultfinder
Best Strategies:
  • Ask the Faultfinder to explain his reasoning for disagreeing.
  • Acknowledge the Faultfinder’s concerns. Be persistent.
The Whiner
Best Strategies:
  • Emphasize the Whiner’s strengths and contributions.
  • Give frequent words of encouragement.
The Martyr
Best Strategies:
  • Give positive feedback on their contributions and hard work.
  • Give praise in front of others.
The Self-Criticizer
Best Strategies:
  • Try to help build up their self-esteem.
  • Present evidence of good work this person has produced.
The Blamer
Best Strategies:
  • Give specific examples of The Blamer’s errors or mistakes.
  • Be persistent in keeping the focus on The Blamer’s errors or mistakes.
The Handle-With-Care
Best Strategies:
  • Give focused feedback in a constructive manner.
  • Encourage the person to restate your point before you move on. Don’t rush through feedback.
The Microscope
Best Strategies:
  • Get the Microscope to look at the big picture
  • Encourage the Microscope to take a broader view:
  • Overall goals
  • Major problems
  • Biggest benefits
  • Greatest strengths
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Monday, April 30, 2018

Managing Difficult People Part 2

The Steamroller
Best Strategies:

  • Be assertive.
  • Seek advice from your supervisor if you need further assistance.
The Nitpicker
Best Strategies:

  • Don’t accept everything The Nitpicker says.
  • Set realistic expectations for the task at hand.
The Obstructionist
Best Strategies:
  • Be clear and honest about any change.
  • If possible, allow The Obstructionist to participate in plans for change.
The I-Didn’t-Sign-Up-for-That
Best Strategies:

  • Clearly explain your need for their assistance.
  • Look for opportunities for this person to attend additional training.
The Gossipmonger
Best Strategies:
  • Make sure clear information and facts reach everyone in the organization.
  • Encourage coworkers not to take The Gossipmonger’s statements at face value.
The Defeatist
Best Strategies:
  • Encourage specific, positive habits.
  • Model optimistic thinking and approaches to finding solutions.
The Slacker
Best Strategies:
  • Establish specific goals and expectations.
  • Set routine update meetings to monitor progress.
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Wednesday, April 25, 2018

Managing Difficult People Part 1

One of the aspects of managing conflict is identifying difficult people who contribute to conflict. To successfully manage conflict, HR professionals and managers need to learn how to deal with difficult people. In this course, we learned about types of difficult people and strategies for preventing and managing conflict with difficult people.

Types of Difficult People
  • The Steamroller
  • The Nitpicker
  • The Obstructionist
  • The I-Didn’t-Sign-Up-for-That
  • The Gossipmonger
  • The Defeatist
  • The Slacker
  • The Faultfinder
  • The Whiner
  • The Martyr
  • The Self-Criticizer
  • The Blamer
  • The Handle-With-Care
  • The Microscope
General Coping Strategies
  • Recognize that an attitude problem exists
  • Acknowledge any underlying causes for the negative attitude.
  • Help the difficult person take responsibility.
  • Replace negative, inappropriate reactions with different, more acceptable ones.
  • Instill positive attitudes in others.
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Thursday, April 12, 2018

Listening, Learning & Improving Part 3

Performance Appraisals

Positive Framing is Dependent Upon
  • Tone and Pitch
  • Body language
  • Language
  • Structure of the sentence
If There Is Disagreement
  • Listen to the Employee’s Opinion
  • Assess Any New Information as Appropriate
  • Should the Employee not Agree to sign the Appraisal - document this fact
  • The Employee can choose to add an addendum or rebuttal - this should be signed also by your manager and HR representative
  • Sign and date the Appraisal including any rebuttals
Constructive Criticism
  • Collect the evidence
  • Ration the criticism so that it will be effective
  • Prioritize the criticism
  • Avoid going over old ground
  • Balance between criticism and praise
  • Compartmentalize the criticism
Receiving Criticism
The appraisal process may offer the employee a chance to criticize you as a manager so you need to be able to take criticism as well.
  • Listen to the critic, then repeat back the criticism
  • Ask the critic to specify the problem
  • Search for a solution to the problem
To remove or prevent problems in the appraisal process, the organization can:
  • Design the performance appraisal process to suit the requirements of the organization
  • Provide an appropriate level of support
  • Provide the required structures
  • Ensure that those involved in performance appraisal are capable through training
  • Set objectives and communicate them so that they can be used to drive the performance appraisal process
  • Communicate and highlight the value of the performance appraisal process across the organization
  • Ensure that the process is seen as a transparent and open process designed to assist people as opposed to blame or hinder them
  • Link the process to the proactive development of personnel
Remember that preparation and good communication skills are vital.  Clear and positive language is required.  Appraisal is a two-way process!

Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP