WORKPLACE COLLABORATION
• Stress: When expectations are not met and a loss of control is felt.
Specifi cally, you can ask yourself these questions:
• Why did Joe or Mike become unaware of their surrounding situation? What caused them to focus on this specifi c situation and be unaware of what is going on around them? What actions did they perceive as a threat?
• Did either of them address their concerns with the other person, or did they share those concerns with other team members?
• Does Joe or Mike believe the other is not a team player? Do they realize the eff ect on the team their actions are having?
• Are their interactions with each other or with others short? Curt? Blunt? Explanatory? How are they diff erent than their usual communication style? Remember that some people withdraw and become sullen when stressed; others become more talkative and/or animated, while still others become sarcastic or abrupt. The task-oriented people are likely to become quiet and the people- oriented are apt to talk more. Those who have a need to be in control will become more direct and aggressive, while those who need structure will focus more on accuracy and details. This all comes out in their communication.
• What other factors (real or perceived) contribute to this situation? How can these stress factors be mitigated or minimized?
Let’s walk through two discussions you might have. Of course, use the words with which you are most comfortable. The fi rst situation will be with Sam, who seems preoccupied. He is wrestling with a problem and you are not certain what it is. You think it might be of a personal nature. You notice he is distracted, preoccupied and taking longer to complete routine maintenance tasks. Others have come to you to complain about Sam’s lack of timeliness. What can you do? You: “It looks like you are not quite
yourself today. What’s going on?” (The purpose is to let him know his behaviors are noticeable. It also puts him at ease by showing you are concerned for him as a person, not simply him as a worker.)
If he denies it, or says “nothing is wrong,” starts to squirm or look like this is a diffi cult conversation, you must deal with what he is feeling before you can get to the facts of what is bothering him. You: “You are usually smiling/upbeat/focused/precise/ helpful (or any other description of their normal behavior), and that seems to be missing today.” Give specifi c examples of what they are doing that is out of their ordinary behaviors: walking straight to their desk or the aircraft without engaging in any conversation, spending more time on a task that they have performed numerous times before, etc. Reassure him of your intentions
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