Objectives : To regain flexibility in the relationship for renegotiated cooperation
Target : A manager, an employee, the HR concerned
Framework : Intervention (4 to 6 individual interviews, max) with the manager and/or the employee
Benefits : To promote a new perception of the situation ;
Increase the level of cooperation;
Prevention of psychosocial risks.
Package 1.2.3
1 • Identification of the interactional process between the actors concerned;
2 • Reframing and strategic tasks aimed at constructing a new perception of the situation;
3 • Consolidation of learning with the manager.
CASE STUDY
-> To see the case in power point - click HERE
A very aggressive employee during meetings
A problem encountered by a manager: during all the work meetings in his presence, one of his employees is always very negative, systematically marking his difference and very strongly criticizing all the manager's proposals .
The worst is envisaged…
This collaborator tackles either the organization of work internally, or commercial negotiations or even interventions outside the team.
The manager realizes that he is at an impasse vis-à-vis this systematic opponent; the worst is already envisaged (dismissal included).
Usual actions that do not work
What actions does the manager take with this employee, before our intervention?
He tries to be reasonable
The manager recognizes that he tries to be reasonable with his collaborator.
He tries to convince him, to always find more arguments in order to present - as precisely, logically and perfectly as possible - his thoughts, his strategy, his actions, but nothing works!
The more he advances in this direction, the more the collaborator in question is critical, negative, and plays Cassandra...
The solution !
The manager has an exception.
One day, after many weeks of very intense work, he was particularly tired.
During a meeting, sensing his inevitable criticism, he said to him “Bah go ahead, critic, tell us everything that is wrong. And then after me I could intervene and present the agenda to the team!”.
The reaction
Hearing this exclamation, the recalcitrant collaborator was surprised and fell silent. He said absolutely nothing.
The result
Following this intervention, the manager takes “the hair of the beast” and goes back to his usual strategies which are to always explain, negotiate, be rational and logical.
Our intervention
The intervention is simple and short.
It consists in showing him the interactional process at stake: the more he explains, the more the other is critical; the more he tries to reason with him, the more the other is defensive. The maneuver proposed is to encourage the manager to positively amplify the criticisms and reproaches of the collaborator, by asking him to insist on telling his collaborator that he is an asset for the company: by seeing things through a prism negative, he succeeds in helping the manager, preventing him from making mistakes, making missteps, and anticipating successive problems.
The recommendation
So the aim of the intervention is for the manager to invite his collaborator to be as critical as possible; constructive criticism, with the idea that it helps the team and the manager to avoid the next pitfalls and move forward together.
