Download
1 / 16
170 likes | 370 Vues
Managing challenging behaviours. Difficult situations. In difficult situations people may behave in ways which feel very challenging e.g. Line managers may refuse to take on board suggestions or alternative solutions , stick like glue to existing rules
E N D
Difficult situations • In difficult situations people may behave in ways which feel very challenging e.g. • Line managers may refuse to take on board suggestions or alternative solutions, stick like glue to existing rules • Our colleagues give priority to other things / not complete work we need them to do • Someone we are managing may refuse to let us reassign / complete their tasks for them, even though they have too much on their plate
What are the different types of behaviour? Though it may seem like it, our colleagues are NOT doing this just to irritate us. Their behaviours are based on underlying concerns that might be just as frustrating and stressful to them, or that even they might not be aware of. Drawing on work based on Apter’s theory, helps us understand why they behave this way.
Why do people behave in this way? We can recognise the behaviours as matching those of: The Conformist; The Therapist; The Joker; Mr/Ms Invisible; The Scholar; The Egotist; The Challenger; The Control Freak The next slides highlight how to recognise each type, what they’re most likely to say, and why they do this.
The Conformist frameworks for accountability are the only true source of structure and meaning. • Is most likely to say... Acts as if... “What does Ofsted / the rulebook say?” • Why they do this They’re worried about standing up to authority; being seen as acting inappropriately / differently to others.
The Therapist (Sympathetic) work with colleagues is an emotional transaction where feelings are what’s most at stake. • Is most likely to say... Acts as if... “And how did you feel about that?” • Why they do this They’re concerned not to be rejected and / or about becoming involved in conflict.
The Joker (Playful) enjoyment and fun in the moment are the most important aspects of any activity. • Is most likely to say... Acts as if... “How long is this going to take?” • Why they do this They’re concerned to avoid making long-term commitments.
Mr/Ms Invisible other people’s needs should always come first. • Is most likely to say... Acts as if... “Enough about me, let’s talk about you...” • Why they do this They’re concerned not to reject others’ needs, and to avoid conflict at all costs.
The Scholar (Serious) contribution to long-term goals is the most important aspect of any activity. • Is most likely to say... Acts as if... “How many credits towards my NVQ L5/ degree/ masters is this worth?” • Why they do this They’re worried about getting things wrong; not being perfect.
The Egotist the only reason for doing anything is to accrue personal benefit. • Is most likely to say... Acts as if... “So what’s in it for me?” • Why they do this They’re concerned about not having their own needs met and being ignored.
The Challenger protocols are just restrictions and actively oppose them. • Is most likely to say... Acts as if... “We don’t need to stick to the policy guidelines, let’s just play it by ear.” • Why they do this They don’t want to feel trapped by rules and regulations.
The Control Freak (Masterful) collaboration is tiresome and inefficient – possibly even dangerous! • Is most likely to say... Acts as if... “I’d rather work on my own. It’ll be safer that way.” • Why they do this They’re concerned about losing control, being intimate or appearing vulnerable.
How can we associates use the evidence in this study? • Challenging behaviours are often based on underlying concerns. You might want to think about a recent discussion with a colleague and identify which of the types (e.g. joker, scholar) their behaviour most closely matched. • What concerns might have caused them to act in this way? You might want to discuss with your coaching partner the best way of responding to the concerns and the behaviours. How can you separate the two?
How can we associates use the evidence in this study? • Would it be helpful to have a team meeting where you discuss the 8 behaviour types and develop strategies for effectively responding to each type? (For example, acknowledging the fears of a “control freak” and ensuring that they know they can maintain some control over planned activities.
Follow-up reading The models of behaviour in this BITE are based on Apter Reversal Theory. You can find out more at: http://www.reversaltheory.org/
Contact details • This presentation was produced by CUREE: • CUREE Ltd4 Copthall HouseStation SquareCoventryCV1 2FL • 02476 524036 • info@curee.co.uk
