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| "The whole task of psychotherapy is the task of dealing with a failure in communication. . . .
the major barrier to mutual interpersonal communication is our very tendency to judge, to evaluate, to approve or disapprove, the statement of the other person, or the other group. . . . Real communication occurs when we listen with understanding - to see the idea and attitude from the other person's point of view, to sense how it feels to them, to achieve their frame of reference in regard to the thing they are talking about." Karl Roger |
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DON'T be rude and pushy
DON'T be patronizing, superior or sarcastic
DON'T make personal attacks or insinuations
DON'T be direct or expect others to follow your advice or always agree with you
DON'T suggest changes that a person can not easily make.
For example you're arguing with a peer about why he consistently shoots down your ideas. Or your boss often makes sarcastic remarks to you. Those are example of difficult interactions and iIf you don't deal with them skillfully, they may escalate to highly undesirable outcomes—strained relationships, wasted time, and declining performance.
You might avoid dealing with difficult interactions because certain barriers get in the way. The table below shows examples of these barriers and explains how to remove them so that you can more effectively manage difficult interactions.
| Barrier | Ways to clear or lower the barrier |
| Fear of interpersonal conflict | Acknowledge that although conflict can be uncomfortable, it's a fact of life. Focus on the positive outcomes of addressing conflict and minimize "intrusions" into other personal space. |
| Failure to recognize that you have a problem with another person in the workplace | Consider acknowledging that these relationships are hampered by difficult interactions. |
| The belief that a difficult interaction is the fault of others | Acknowledge your own role. Identify what you can do to improve the situation. |
| The conviction that other people won't change no matter what you do | Remind yourself that you're not trying to change another person you just want to alter the way the two of you interact. You can also consider changing your own behavior. |
| Desire to accept the status quo because you're not prepared to manage the outcome of the situation | Evaluate whether the risks of the difficult interaction are worth the potential benefits. If they are and you chances look OK, map out a plan and carry it out slowly but steadly. Don't rush. Cooking a goom meal requres time. |
| The belief that the problem will resolve itself | Most interpersonal problems don't resolve themselves but distincing from the person who couce problems can dinimish the intencity of the conflict. |
Despite the challenges inherent in dealing with difficult interactions, it's essential to recognize situations that need addressing—and to manage them promptly and effectively. If you don't, difficult interactions may escalate to a level that destroys workplace relationships.
Difficult interactions in the workplace can have a variety of causes. One way to deal with them is to try to classiy them based of the follwoign catagories (HBR):
Differences in positions and interests
Differences in perceptions, motivations, and style
Differences in life experiences and cultural background
Society
Groupthink : Two Party System as Polyarchy : Corruption of Regulators : Bureaucracies : Understanding Micromanagers and Control Freaks : Toxic Managers : Harvard Mafia : Diplomatic Communication : Surviving a Bad Performance Review : Insufficient Retirement Funds as Immanent Problem of Neoliberal Regime : PseudoScience : Who Rules America : Neoliberalism : The Iron Law of Oligarchy : Libertarian Philosophy
Quotes
War and Peace : Skeptical Finance : John Kenneth Galbraith :Talleyrand : Oscar Wilde : Otto Von Bismarck : Keynes : George Carlin : Skeptics : Propaganda : SE quotes : Language Design and Programming Quotes : Random IT-related quotes : Somerset Maugham : Marcus Aurelius : Kurt Vonnegut : Eric Hoffer : Winston Churchill : Napoleon Bonaparte : Ambrose Bierce : Bernard Shaw : Mark Twain Quotes
Bulletin:
Vol 25, No.12 (December, 2013) Rational Fools vs. Efficient Crooks The efficient markets hypothesis : Political Skeptic Bulletin, 2013 : Unemployment Bulletin, 2010 : Vol 23, No.10 (October, 2011) An observation about corporate security departments : Slightly Skeptical Euromaydan Chronicles, June 2014 : Greenspan legacy bulletin, 2008 : Vol 25, No.10 (October, 2013) Cryptolocker Trojan (Win32/Crilock.A) : Vol 25, No.08 (August, 2013) Cloud providers as intelligence collection hubs : Financial Humor Bulletin, 2010 : Inequality Bulletin, 2009 : Financial Humor Bulletin, 2008 : Copyleft Problems Bulletin, 2004 : Financial Humor Bulletin, 2011 : Energy Bulletin, 2010 : Malware Protection Bulletin, 2010 : Vol 26, No.1 (January, 2013) Object-Oriented Cult : Political Skeptic Bulletin, 2011 : Vol 23, No.11 (November, 2011) Softpanorama classification of sysadmin horror stories : Vol 25, No.05 (May, 2013) Corporate bullshit as a communication method : Vol 25, No.06 (June, 2013) A Note on the Relationship of Brooks Law and Conway Law
History:
Fifty glorious years (1950-2000): the triumph of the US computer engineering : Donald Knuth : TAoCP and its Influence of Computer Science : Richard Stallman : Linus Torvalds : Larry Wall : John K. Ousterhout : CTSS : Multix OS Unix History : Unix shell history : VI editor : History of pipes concept : Solaris : MS DOS : Programming Languages History : PL/1 : Simula 67 : C : History of GCC development : Scripting Languages : Perl history : OS History : Mail : DNS : SSH : CPU Instruction Sets : SPARC systems 1987-2006 : Norton Commander : Norton Utilities : Norton Ghost : Frontpage history : Malware Defense History : GNU Screen : OSS early history
Classic books:
The Peter Principle : Parkinson Law : 1984 : The Mythical Man-Month : How to Solve It by George Polya : The Art of Computer Programming : The Elements of Programming Style : The Unix Hater’s Handbook : The Jargon file : The True Believer : Programming Pearls : The Good Soldier Svejk : The Power Elite
Most popular humor pages:
Manifest of the Softpanorama IT Slacker Society : Ten Commandments of the IT Slackers Society : Computer Humor Collection : BSD Logo Story : The Cuckoo's Egg : IT Slang : C++ Humor : ARE YOU A BBS ADDICT? : The Perl Purity Test : Object oriented programmers of all nations : Financial Humor : Financial Humor Bulletin, 2008 : Financial Humor Bulletin, 2010 : The Most Comprehensive Collection of Editor-related Humor : Programming Language Humor : Goldman Sachs related humor : Greenspan humor : C Humor : Scripting Humor : Real Programmers Humor : Web Humor : GPL-related Humor : OFM Humor : Politically Incorrect Humor : IDS Humor : "Linux Sucks" Humor : Russian Musical Humor : Best Russian Programmer Humor : Microsoft plans to buy Catholic Church : Richard Stallman Related Humor : Admin Humor : Perl-related Humor : Linus Torvalds Related humor : PseudoScience Related Humor : Networking Humor : Shell Humor : Financial Humor Bulletin, 2011 : Financial Humor Bulletin, 2012 : Financial Humor Bulletin, 2013 : Java Humor : Software Engineering Humor : Sun Solaris Related Humor : Education Humor : IBM Humor : Assembler-related Humor : VIM Humor : Computer Viruses Humor : Bright tomorrow is rescheduled to a day after tomorrow : Classic Computer Humor
The Last but not Least Technology is dominated by two types of people: those who understand what they do not manage and those who manage what they do not understand ~Archibald Putt. Ph.D
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Last modified: July, 07, 2013
