|
If
a Worker Is:
|
Why
|
What
You Can Do About It
|
| Overly
Talkative |
Worker
may be:
• an “eager beaver”
• a showoff
• just naturally wordy
• or very well informed,
sincerely interested, and
eager to share information. |
•
Don’t be embarrassing or
sarcastic—you may need
this person’s
contributions later on.
• Slow the person down
with an assignment (like
taking notes or demonstrating
something).
• Interrupt with: “That’s
an interesting point...what do the rest of you think of it?” |
Highly
argumentative or
obstinate |
Worker
may be:
• naturally combative
• a “professional heckler”
• unwilling to budge in
his/her opinions
• or normally good-natured,
but upset by
personal or job problems. |
•
Keep your own temper firmly in check, and don’t let the group
get excited either.
• Honestly try to find merit in one of the
person’s points (or get the group to do so).
Then move on to something else.
• When the person makes an obviously incorrect statement, ask
what the rest of the group thinks. Let them point out the
error.
• Talk to the person privately to find out
what’s bothering him or her. See if you can win his/her cooperation. |
| Too
helpful |
Worker may be:
• attempting to gain favor
• or just trying to help,
unaware that he/she is
actually making it
difficult for others to
participate. |
•“Cut
across” the person tactfully by directing questions to other
people.
• Thank the person, and then suggest that “we put others
to work.”
• At an appropriate time, ask the person to help you summarize
the material that’s been
covered. |
| Rambling |
Worker may:
• talk about everything but
the subject
• use far-fetched analogies
• or lose his/her train of
thought and “get lost.” |
•
Take the blame yourself. Tell the person:
“Something I said must have led you off the
subject. What we should be talking about is ...”. (Restate the
point.)
• In a friendly manner, tell the person that his/her point is
interesting but a bit off the subject.
• Remind the group that there’s still a lot to cover, and
ask if they are ready to move on. |
Inarticulate
|
Worker
may:
• lack ability to put thoughts into the right words
• not have a good command
of English
• get the idea but can’t
convey it
• or need more help to
understand. |
•
Say: “Let me repeat that...” and restate the
person’s idea in clearer language. Then ask: “Is that a
fair statement of your point?”
• Don’t say: “What you mean is...” |
| Definitely
Wrong |
Worker
may come up with a
comment that is obviously
incorrect.
|
•
Say: “That’s one way of looking at it.”
• Say: “I see your point, but how does that fit with...?”
Then explain the true situation. |
| Involved
in a personality clash |
Two
or more people may
continually disagree:
• about the material you’re
covering
• about personal matters
and other irrelevant issues
• or both.
(This can divide your group
into factions.) |
•
Emphasize points of agreement, and minimize points of disagreement
(if possible).
• Refocus the group’s attention. “Cut across”
the disagreement by asking direct questions about the day’s topic.
• Call on someone who isn’t involved in the
disagreement.
• Frankly ask that personalities be kept out
of the discussion. |
| Griping |
Worker
may:
• be a “professional griper”
• have a pet peeve
• or have a legitimate complaint. |
•
Point out that a training session isn’t the place to change policy.
• Have another member of the group answer the person’s points.
• Offer to discuss the problem with the person privately later.
• Say you have to move on because of time
pressures.
|
| Reluctant
to talk |
Worker
may:
• be naturally shy
• be bored
• not care
• have a language barrier
• be afraid of ridicule
• or feel superior. |
•
Your action will depend upon what is motivating the person.
• If the person seems shy or bored, arouse his/her interest by
asking for an opinion.
• Get a person nearby to talk. Then ask the quiet person what
he/she thinks of the view
expressed.
• If the quiet person is near you, ask him/her a direct question.
You want the person to feel he/she is talking to you, not the group.
• Restate your question if necessary, using simple, straightforward
language.
• Establish an environment that’s comfortable for everyone.
Make it clear that all ideas will be respected, and that no ridicule
will be tolerated.
• If the person is the “superior” type, praise
his/her knowledge or experience and then ask for an opinion. (Don’t
overdo this. The rest of the group may resent it.)
|
| Involved
in a side conversation |
Two
or more people may be
talking about something—
whether related to the
subject or not. This can
distract the group and you.
It may happen because they:
• have other business to
take care of
• are not interested in the
training
• or just don’t realize they
are being disruptive.
|
•
Don’t embarrass the people involved.
• Call on one of those involved by name, and ask him/her an easy
question.
• Or call on one of those involved by name,
restate the last remark made by the group, and ask his/her opinion
about it.
• Walk over and stand casually near the people who are talking.
Don’t make your intention so obvious that you embarrass them. |
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information provided on this web site, nor for its use or misuse.
Published in June, 1994 by: Labor Occupational Health Program, School
of Public Health, 2515 Channing Way, University of California, Berkeley,
CA 94720. Phone: (510) 642-5507.
Permission is granted to duplicate these materials for non-profit educational
purposes, provided that copies are not offered for sale.
