Handling Difficult People

Chapter 12 Bailey & Burch (2010) Victoria Hynes Caldwell College

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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?

What is a Difficult Person?

• Someone who slows down or derails our attempt to effectively implement out behavior-change agenda.

Opposes new ideas Does not comply with deadlines Characteristics may include Resists feedback Misrepresents who really did the work Lies Argues about everything (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 Direct Report Upper Management Colleague or Peer You?

(Bailey & Burch, 2010)

Dealing with Volunteers or Mediators

Nonbehavioral people who you recruit to assist you with behavioral programming

Teachers, paras, bus drivers, counselors, cafeteria workers • Goal o To get these people involved • Ask yourself… o o o 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?

(Bailey & Burch, 2010)

Dealing with Volunteers or Mediators As the behavioral consultant you must: 1.

“Qualify” them and determine they are capable of doing this 2.

Motivate them!

3.

Monitor their performance 4.

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

People who report to you and have their performance evaluation done by you

• Employees, behavior therapists Goal o o 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 o S Ds, EOs, Reinforcers

The best solution is a shaping/fading program with a fairly dense schedule of reinforcement

(Bailey & Burch, 2010)

Dealing with Colleagues and Peers

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.

• o o o o o 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) (Bailey & Burch, 2010)

Dealing with Upper Management

People who supervise you and do your performance evaluations

Presidents, Vice Presidents, CEOs • Tips o 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...

(Bailey & Burch, 2010)

… take a hint from Kenny Rogers

Are YOU the Difficult Person?

• If you always encounter others who: o o o 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 .

1. Don’t get emotional!

2. Focus on the behavior the individual.

rather than the personality of 3. Read our book.

(Bailey & Burch, 2010)

Questions

Further Reading

References

• Bailey, J., & Burch, M. (2010). 25 essential skills and strategies for the professional behavior analyst. New York, NY: Routledge.