IIPM BEST B-SCHOOL
Que: What can you do about a peer who persistently disrupts work getting done? This person is no problem for the bosses, but butts heads with practically every lateral member of the team.(Ashley Prisant, Cambridge, Mass.)
Ans: You’ve got a real problem – a brutal and all-too-familiar one. But, unfortunately, it’s one you probably can’t solve. Peers don’t manage peers. They have some influence, but no power. So understand that if you try to deal with this disruptor on your own, you enter the fight unarmed. Yes, you can pull the disruptor aside for a conference-room chat, take him out for a long lunch or write him a thoughtful letter. But no matter what even-handed approach you use, the response will likely be in the same vein. “You don’t understand,” a disruptor will tell you, “I’m trying to save the business.” Or, “If you had my experience you’d see why I’m right.” Or, “Why are you so competitive with me?” It’s really tough to deal with people like these, believe me.
Now, we’re not talking here about good, old-fashioned sceptics, who actually play an important role by prodding the organization to challenge itself at every turn. Many sceptics, while sometimes cranky and unpleasant, do care about the company. They don’t pick fights for sport. They’re just slow to persuade, and they’re that way with everyone, bosses included.
For Complete IIPM Article, Click on IIPM Article
Source : IIPM Editorial, 2006
Initiative :- An IIPM and Management Guru Professor Arindam Chaudhuri (Dean of IIPM)
Que: What can you do about a peer who persistently disrupts work getting done? This person is no problem for the bosses, but butts heads with practically every lateral member of the team.(Ashley Prisant, Cambridge, Mass.)
Ans: You’ve got a real problem – a brutal and all-too-familiar one. But, unfortunately, it’s one you probably can’t solve. Peers don’t manage peers. They have some influence, but no power. So understand that if you try to deal with this disruptor on your own, you enter the fight unarmed. Yes, you can pull the disruptor aside for a conference-room chat, take him out for a long lunch or write him a thoughtful letter. But no matter what even-handed approach you use, the response will likely be in the same vein. “You don’t understand,” a disruptor will tell you, “I’m trying to save the business.” Or, “If you had my experience you’d see why I’m right.” Or, “Why are you so competitive with me?” It’s really tough to deal with people like these, believe me.
Now, we’re not talking here about good, old-fashioned sceptics, who actually play an important role by prodding the organization to challenge itself at every turn. Many sceptics, while sometimes cranky and unpleasant, do care about the company. They don’t pick fights for sport. They’re just slow to persuade, and they’re that way with everyone, bosses included.
For Complete IIPM Article, Click on IIPM Article
Source : IIPM Editorial, 2006
Initiative :- An IIPM and Management Guru Professor Arindam Chaudhuri (Dean of IIPM)
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