RESPONDING TO NON-PRODUCTIVE BEHAVIORS

Tips:
Develop and Use Working Agreements

Effective working agreements can prevent negative behaviors. If a behavior that has been
addressed by the agreements is displayed sufficiently to negatively affect the process, stop the
discussion and do a quick process check. You might ask, re we living up to our working
agreements? There is usually a recognition that everyone isn . Very often the
ulpritsacknowledge that they had forgotten to demonstrate a particular agreement. If participants
do not recognize the non-productive behavior or do not acknowledge it, you might say, e
observed that . . .
If a behavior that has not already been addressed by an agreement begins to hinder the process,
stop the discussion and do a process check. You might ask, ow are we doing as far as the
group process is concerned? Is there anything that we could add to our agreements that would
enhance our process?
If no one identifies a need for an agreement to handle the negative behavior you might say, for
example, I observing that frequently people are being cut off before they can finish expressing
their point. I afraid that as a result we may be losing good ideas and discouraging people from
participating. I going to suggest that we add another agreement to help us avoid that. Does
everyone agree that this would be useful? f you get a yes answer, and it is almost certain that
you will, ask, ow should we word it?
The Silent Type

Use the silent generation of ideas and round-robin from the Generating and Organizing Ideas
Technique. Quiet people are often more comfortable participating if they have had an
opportunity to collect their thoughts. Some have been able to et away withnot
contributing in meetings. By using these steps you are communicating the fact that
participation is an expectation in this meeting.

It is important that people be challenged to participate but at the same time not made to feel
uncomfortable. Establish a reasonable expectation at the outset by making reference to the
importance of full participation. Add that you are not suggesting that everyone will have the
same amount to say as everyone has a different style. What you are aiming for is that no one
leave the meeting with an idea they haven expressed or a concern they haven raised.
Emphasize that talking about ideas and concerns after the fact, over coffee perhaps, will not
be helpful.

Responding to Non-Productive Behaviors (cont )

Be direct. You might say something like. ou haven had a chance to share your
thoughts yet, Kathy. What do you see as the key issues?

If the group is sufficiently large 10 or more, and there are several people in the group who
are evidently not comfortable participating, break the large group into smaller groups for
discussion. Ask each group to bring its key ideas back to the larger group. Many people are
more comfortable participating in a smaller group, and it is more difficult to opt out when
there are fewer discussion members.

The Monopolizer

Being direct is usually best when dealing with monopolizers. For example, en, I need to
interrupt you there. I know you have some strong ideas on this subject, but I concerned
that we haven heard from several others. Then quickly turn to someone else and invite
their input.

If the monopolizers keeps repeating their point it may be because they don feel their
point has been heard or understood. If they are known to be habitual monopolizers there is
often
a tendency on the part of group members not to recognize their ideas for fear of
encouraging them to go on. The lack of recognition actually has the opposite effect. The
monopolizers have no evidence that they have been heard and so continue to come back to
the same point. Try this with an idea repeater:
ark, I think what you e saying is . . . Does everyone understand the point Mark is
trying to make? . . . Thanks Mark, now, Margaret, I think you e been trying to say
something.
It can also be useful to capture the idea on a flipchart, or if you have already done so, refer
back to it to illustrate that the point was heard and remembered.
You may have to interrupt the monopolizers more than once before they change their
behavior.

The Intimidator

How you deal with the intimidator often depends on the context of what is happening.
However, it is important to communicate that:
You understand they are feeling . . . (e.g., pressured for time, or that the decision is
an obvious one).
However not everyone feels that way and the group needs to . . . (e.g., examine
the pros and cons).
Note that each member needs must be met as fully as possible if the process is
to be a successful one.

Responding to Non-Productive Behaviors (cont )

The Nice Guy

Be direct. e.g. usan, I not sure that I fully understand your position on this. What do
you believe the best option to be?

Before closing the session it is important that the facilitator check with each member to
ensure they are willing to fully support the outcome. This is particularly important if you
suspect a ice guywho may appear supportive but may not be fully on board.

The Unhappy Camper

Acknowledge that they appear to be unhappy with the process, and ask whether there is
anything that the group has the power to change that would change the way they feel.

Get them involved by asking them to take on a responsibility, for example, scribing.

It may be appropriate to free them from the process, depending on the reason they are there
and membership requirements. You might acknowledge their discontent; ask whether they
feel they can make a productive contribution to the process feeling the way they do. If they
say yes, it is likely they will make an effort to respond more positively. If they agree that
they will have difficulty making a positive contribution give them the option of leaving the
process.

If their membership is not an option and the team will be ongoing, you might talk with them
privately. Explain how their attitude affects the process; ask what you can do to assist them
in making a more positive contribution; ask for their support.

If the negative behavior continues, it is likely to be an issue that cannot be dealt with
effectively by the facilitator or team. It is likely to be a performance issue that is also evident
elsewhere and needs to be handled by the individual they report to.

Copyright 2000 by The McGraw-Hill Companies, Inc.