I am thinking of resigning.
I know it would be an absolute shock that a blog would contain the word “resigning” from a mere budding employee. But however you may scrutinize such a word it is still just my unfounded mood of my thought as of this week; a not so much important word that had just pass on one of my messy reflections. The thought of resigning is actually pulling me out of my sleeves trying to predict if I really belong in this highly different society of people out of my imagination to exist in a workplace. Yes, there are a few that I liked the same way as they do like me in a broad spectrum. However, these “other” sort of people I stressed is far more than like the folks I rarely imagine to pass HR's difficult application process. I understand that I am being so irrational with those words but that is exactly what I am feeling for the entire week of reflections regarding my existence at work that I am confident enough to express it to unload a part of my heavy mood.
Clashes do happen. Thus this leads to miscommunications up to the point of ignoring each other building humongous barriers – walls that separate social interaction between us inside and outside work. Things aren’t go always the way we want it to be (and so do I). That’s why it is normal that there are disagreements, clashes in our personalities, beliefs and principles that’s why there is conflict. Conflicts can be an indicator of a healthy working environment that’s why I am not saying that we must do away with it. What I am referring here is the so-called “intense conflict”. This is not the journalistic jargon of the worse situation in Lebanon of a bloody war but rather a far more related war in the minds of “planted” hatred that had result to lousy social interaction of all the people involve. It is coined as “a war without an end”. I really understand it very well as most of my books way back in college about Organizational Behavior told me lots of it.
To build a variation of explaining these “intense conflicts” in the workplace as well as giving solutions, I would like to share an excerpt of a radio broadcast from Good Radio. My ears were registered from this radio broadcast in an instant, hearing words like “mediation” and “conflicts” every now and then. I made stenographic notes to run through their words that I suppose to be of relevance to share.
[start]
Moderator: What are some of the most common types of conflict that people have to mediate in the workplace?
X: A lot of conflict in the workplace has to do in general with miscommunication. Something somebody thought they heard and didn’t check out. Rumors that are spread, that sort of thing. Often times, we’ll find that a supervisor sent an email and then the email was misinterpreted by somebody…..
Y: [Sometimes] it’s a clash of expectations, unexpressed expectations. “Well I thought you knew that…” or “Why didn’t you tell me that?” And rumors are a way that people have of filling in the blanks when they don’t know what’s going on. [They make up stuff like] “we’re going out of business or she got the advancement because of…whatever.”
Moderator: What happens next? Do people just get madder and madder or are people ignoring each other? How does it turn into a conflict?
X: One thing that happens is that people gang up. We go out and try to find colleagues who agree with where we think things are and end up bifurcating the workplace. There’s actually a phenomenon called bullying that’s occurring in workplaces – people feel picked on or outnumbered. People can just hold in their resentment or their fears until such time that they have a little explosion.
Y: It’s sort of like junior high. There’s a fight. So people start to take sides. They start gathering evidence. They begin ascribing lots and lots of motives…”because they’re cousins, because somebody paid off somebody, because, because, because…” People become labeled and stereotyped and categorized. Then pretty soon, people who should be [talking] are not talking. People who shouldn’t be talking are. The amount of information goes down and the amount of rumor goes up. People get upset. The initial cause gets lost. Certainly nobody has stopped to find out what really happened.
Moderator: What is mediation and how does it help?
X: Mediation is a voluntary confidential process. One or two mediators who are third party to the issue at hand, who are objective, fair witnesses, who are sworn to confidentiality, and who are neutral, actually facilitate communication between the folks who are involved in whatever brought them to the mediation table. It’s an opportunity for the ones who are directly involved in a conflict to be the ones who directly resolve the conflict. The mediator doesn’t tell people what to do, the mediator isn’t a judge, the mediator isn’t there to figure out who’s right or wrong. The mediator’s really there to help them have a conversation about whatever it is that’s going on. People can leave the table with a mutually satisfactory resolution to their issues.
Moderator: How can folks improve their communication at work?
X: People really need to listen to one another without judgment if they can pull that one off. We tend to take things personally, we tend to hear the other one as attacking us. Instead, it’s better if we can listen seeking to understand where they’re coming from rather than becoming defensive immediately. Because when we feel attacked, we generally either choose to defend ourselves or attack back and defending ourselves usually sounds like an attack – we blame. “If only you had listened to me, you wouldn’t be asking that question….” People generally make assumptions. “I think I know what you mean but I don’t want to show my ignorance, or whatever, so I’m not going to ask the question. SO we make an assumption over what we think you mean and we’re almost always wrong. And on the other side of that, I think most people don’t say clearly what they mean. We generally cover that up a lot of times...for good reasons we think. We don’t want to hurt somebody. We don’t want to be vulnerable. I’m not going to tell you what I really mean because I don’t want to make it worse. So instead we end up talking about things that we don’t really mean.
Y: How to say what’s so, how to speak the truth, without blame or judgment is a key.
X: The key is really in accepting that for each person, their value structure that they’ve come to is right for them. And that’s kind of a challenge in our culture for many cases for us to be willing to say, “Alright, my way of looking at this is good, and your way of looking [at it] is good for you.” And maybe we can even grow by recognizing that there’s two ways of looking at the same thing.
X(still): This isn’t rocket science – to use an old cliché. This is about honest and open communication and most folks realize that’s what’s supposed to be happening. We don’t really even understand ourselves why we don’t do that. So there’s something pretty wonderful about watching people just sort of be willing to do what they want to do in their relationships and communication and give up some of the programming that somehow or other we’ve all gotten. We need to recognize that conflict in the workplace is going to happen. This isn’t about stopping all conflict. This is about changing the way we think about it, changing the way we look at it and then being willing, and then being brave enough to change the way that we talk to each other about whatever it is we see as differences between us.
Y: I see mediation in the workplace and elsewhere as an opportunity to create a space for people to be able to say what they need to say, so that others can hear, so that they can create the kind of future together that they want.
[end of the excerpt]
For this week, I realized that I have now move a bit forward for my realization that what would really make me feel committed and work effectively is the positive culture of an organization. I don’t care about the not so high pay or any high standards of the HR services to its employees. What really matters to me is the bright and shining “professional culture” evident in my counterparts. They mustn’t be just like drunkards beside Aling Nena’s sari-sari store, not like mere uneducated lads of the streets, not like those indecent groups in a cheap karaoke bar, but as respectable individuals of society. And of course not like those “ignore I exist” and backfighter humdrum individuals inside and outside the office. I cannot anymore elaborate what sort of idealism I had created from this point but then it is of great distress to witness a certain organization plutonically far from this bright idealism. How could this had happen, I just don’t know personally but this is actually happening.
Well, I cannot say that I am such a perfect fellow finding faults to some of my counterparts because I might as well have personal faults in my performance. I cannot also say that they’re the mere reason why I am so temperamental with the condition of the team or why I exhibit such a well-reserved personality. It would be the reason that the company brought me at a package. Or maybe their respective signals doesn’t really match with mine that my horizons of people that I would be proud to call close-encounters are few. Even so, I dislike being called as reserved because naturally I’m loud as anyone would think of. I would say that with this attitude I wear most often just show my sense of being even.
I am writing this not for reform but just as a realization based on how my mind assess the situation eminent at work. I may not really take this blog entry seriously after a few weeks in time because I feared (or happy?) that I would be like one of them in the future. I am still going to stay for long because I am still valuing the good training that my company had taught me. It is also because of my extreme loads of patience continually shelled inside me. As you know, I have stood far more than a year already without seeing my family back in my province. I do stand ensconced to the ground with how hard it is to live alone without any known relatives to call when I am on hard times. It is just that I am well equipped to accept life as a challenge – as a competition to fight my life’s villains named as “hardships and trials” for even once I haven’t yet felt defeated or even won anything. It just always that I am left in the middle of the way hanging within the grounds of trying to know what really is my endpoint and what really will make me motivate to work to the extremity of my capacity.
I am not resigning right now for if I do I cannot stand to call myself as a chicken. I might stay here for good. I just don’t know.
I am just thinking about resigning.
Friday, October 20, 2006
Friday, October 13, 2006
Excellence
I am striking a pose to shoot at Excellence as our main peak at work. We may define it the way we top achieving the highest stats of receiving rewards for 100% audit scores in our job tasks. Well, sad to say we are not really excelling at work but gradually building our roads to success. I am not contradicting this concepts because they may go hand in hand in nature that we finish are respective accounts but sometimes we are completely building to center our attention to success rather than being excellent. According to an essay by J. Hampton Keathley entitled: “The Pursuit of Excellence”, the pursuit of excellence is "not to be a quest for superiority", and is not about "competition" or about "outstripping others", which is "usually done for one's own glory or significance or for the praise or applause of men". Instead, he quotes differences between success and excellence at work:
"Success means being the best. Excellence on the other hand means being your best.”
“Success means being better than everyone else. Excellence means being better tomorrow than you were yesterday.”
“Success means exceeding the achievements of other people. Excellence means matching your practice with your potential of sharing them to others."
We may be successful but it doesn’t necessarily mean that we are being excellent. I want the team to reflect to achieve both concepts yet still prioritizing excellence on top of our heads like a cherry on an ice cream cup
I am striking a pose to shoot at Excellence as our main peak at work. We may define it the way we top achieving the highest stats of receiving rewards for 100% audit scores in our job tasks. Well, sad to say we are not really excelling at work but gradually building our roads to success. I am not contradicting this concepts because they may go hand in hand in nature that we finish are respective accounts but sometimes we are completely building to center our attention to success rather than being excellent. According to an essay by J. Hampton Keathley entitled: “The Pursuit of Excellence”, the pursuit of excellence is "not to be a quest for superiority", and is not about "competition" or about "outstripping others", which is "usually done for one's own glory or significance or for the praise or applause of men". Instead, he quotes differences between success and excellence at work:
"Success means being the best. Excellence on the other hand means being your best.”
“Success means being better than everyone else. Excellence means being better tomorrow than you were yesterday.”
“Success means exceeding the achievements of other people. Excellence means matching your practice with your potential of sharing them to others."
We may be successful but it doesn’t necessarily mean that we are being excellent. I want the team to reflect to achieve both concepts yet still prioritizing excellence on top of our heads like a cherry on an ice cream cup
Friday, October 06, 2006
The Seven Dwarfs (or Dwarves; whatever)
I thought of the word “group behaviors” which have been taught to us from college under the subject corporate management. In fact I already read a couple of articles about these. Most of them are quite far from my likings of digesting more of it up to my brain. They’re quite in a broad spectrum and not really that spectacular to share. Let’s just say, I am really sick and tired of reading any other corporate management books or maybe I am just getting my head off even just reading the word ‘corporate’ and ‘management’ together just in the cover. But something just broke in the monotony of my itsy bitsy scanning of ‘ukay ukay’ books on sale. It is a book by Executive Solutions Inc. I think they are a group of people that focus studies of personal behaviors of individuals at work. The book although quite old and somewhat outdated, simply just tells the personalities of the Seven Dwarfs. (The plural of ‘dwarf’ should be dwarrows. I don’t know why language through the years just accepted the plural to be ‘dwarfs’ based on this Disney classic. Tolkien likewise contributed to the confusion as he created the word dwarves to suggest a much more antique-sound plural name.) Well this is out of our fairy tales or any cartoon stuff we often spared more that half our lives when we are kids. The book literally enumerated several attributes of the attitudes of these seven dwarfs in the workplace. I was totally dumbfounded when I read their respective unique descriptions.
I made a summary of the whole text and try to reflect a bit from the long descriptive see of gray of personalities each individual dwarf possess. Naturally, each one of them is unique and has its own weaknesses and strengths. Their characters somewhat clutter if you would try to mix them up in a certain crowded place. Again, they clutter. They are what it seem to be different forces of nature so to speak. And I believe that each one of us has a character from one of these dwarfs.
THE SEVEN DWARFS OF A WORKPLACE
BASHFUL.
Generally at Work:
Bashful always looks shy
Bashful may actually blush when spoken to
Bashful also may avoid eye contact, look down, bow their head a little bit
Bashful may avoid looking at group leader, hoping not to be called on.
Bashful may try to hide in the middle of the group
All Bashfuls are generally quiet
Bashfuls wait to hear others' views before expressing theirs
In a Meeting:
Bashful speaks in a muffled voice; it's hard to hear
Bashful will not express opinions unless called upon
Bashful expresses incomplete opinions and allows others to finish sentences
Bashful waits to hear everyone else's ideas and then may change what is written on their paper (seeks to conform)
Why are they like that?
Bashful may be afraid of being exposed and/or humiliated
Bashful may have some socially unacceptable secret
Bashful-dwarf type may feel ashamed
Bashful may not have had enough experience being listened to carefully. May have grown up in an environment where their talk was not encouraged. Feels it is inappropriate to talk or take center stage.
How team leaders must manage Bashful?
1. In the initial go-round, ask an easy question which guarantees a correct response, "How long did it take to get here" What's your pet's name? How many siblings do you have? This creates a quick sense of confidence in being able to give the right answer.
2. Pair them with another person - they come out of their introverted style somewhat when they are paired up with another person that they have to help
3. Give them time to jot down their reactions before calling upon them (so they can prepare a non-embarrassing response) Ask them to read what they wrote (vs. paraphrase.)
4. Ask them what they have observed in the group (since they have probably been busy collecting facts).
5. Give them recognition for their attention to detail and recall of facts
6. Avoid asking them to respond in an impromptu manner
7. If you can anticipate that your target will have a number of Bashfuls, you might consider giving them a homework assignment so that they can think through the subject at hand before attending the research.
DOPEY
Generally at Work:
Dopey tend to be quiet and reserved, and difficult to get to know well but are very flexible, have a simple sense of humor which they use in tense situations.
Dopey is resourceful and take care of the group by neutralizing tension.
Dopey is good attention payer.
Dopey is very aware of his senses, the way things look, taste, feel, and smell.
Dopey dwarf people are kind, gentle, and sensitive in their dealings with people.
While they come across as being carefree and lighthearted, they actually take life very seriously, although they are uncomfortable with theorizing.
Good at looking for practical applications.
Dopeys have no desire to lead or control others, but feel compelled to interact when people they care about may be hurt.
Dopey tends to show his concerns through actions rather than words.
Dopey-dwarf type tends to be artistic.
In a Meeting:
Dopey looks interested but only speaks when called upon
Dopey tries to hide in the middle
Dopey-dwarf person parrots the expert
Dopey smiles self consciously
Dopey may try to crack a self deprecatory joke
Dopey says, "I don't know," "I'm not sure," or "maybe"
Dopey tries to get away with never registering his own opinion
If writing responses, dopey will try to scratch out "wrong answer" after hearing answers
Why are they like that?
Dopey is afraid of being blamed
Dopey is unwilling to take responsibility for his ideas
Dopey has fear of being called "stupid"
Dopey tends to put down his own ideas internally
Dopey would really like to be seen as having worthwhile thoughts but too frightened to risk it
How team leaders must manage Dopey?
Let dopey know that the results of the work in the group will have practical applications and benefits to others.
Give him freedom to respond to the questions in his own way on paper. All answers are good answers
Let dopey dwarf draw his ideas on paper
Laugh at Dopey's jokes, if at all possible
DOC
Generally at Work:
Doc dislikes seeing mistakes repeated, and have no patience with inefficiency.
Docs naturally have little patience with people who do not see things the same way as they do.
Doc-dwarf people are naturally born leaders
Docs make decisions quickly
Doc-dwarf people are very verbal about their opinions
Docs are driven to accomplish
Doc can be a forceful, intimidating and overbearing individual.
In a Meeting:
Doc announces his expertise very early in the meeting
Doc sits opposite the leader
Doc tries to take over leadership
Doc answers every question, reminding group of his status
Doc calls for consensus from others on his views
Doc asks rhetorical questions
Doc is intimidating to other group members
If there are other docs in the group, it creates a competitive atmosphere
Doc avoids talking about feelings
Doc only willing to discuss pure facts
Doc-dwarf people interrupt other meeting members
Doc talks loudly and aggressively
Doc is contemptuous
Doc is often nitpicking and perfectionist
Why are they like that?
Doc feels inadequate. That's why he's always "on" and needing to prove himself
Doc afraid of being found out - he thinks he's not really smart/informed
Doc feels compelled to perform
Doc wants to be loved for who he really is
Doc would just like to relax and be accepted without having to work so hard
How team leaders must manage Doc?
1. Create a well organized meeting where definite guidelines are set
Engage doc-dwarf people in creative problem solving
2. Let them know that their input will help control and perfect whatever the results are so that things will run more smoothly
3. Allow them to express their opinions on paper first and call on them to read their response when it makes sense to you as leader
4. Maintain focus in the group NOT on Doc but still appreciate Doc as well as giving credit to other group members (and other dwarf-types) as a creative, hard-working team
5. Ask Doc for his advice in how to solve any problem in the group by jotting down his thoughts about it, and then calling on him to share it later.
6. Acknowledge his special expertise
7. "Take pressure off him" by saying: We don't want to give Doc our jobs by counting on him to answer all our questions
8. And ofcourse, call on him last.
GRUMPY
Generally at Work:
Grumpy likes to see things running smoothly and systematically with their eyes constantly scanning their personal environment to check it again and again
When bogged down by stress, Grumpy often feels isolated from others. They feel as if they are misunderstood and undervalued, and that their efforts are taken for granted.
Grumpy values competence, efficiency, and likes to see quick results
Grumpy charges people, knowing what he expect and having no tolerance for those who don't give it to him
Grumpy is self confident and assertive
Grumpy-dwarf people need to know what the standards are for any assignment so that they can meet their expectations
In a Meeting:
Grumpy often disagrees or says, "No"
Grumpy may sit with arms crossed backed away from table
Grumpy looks annoyed, mild sneer, raised eyebrow
Grumpy is negatively critical or judgmental of whatever is being tested as well as other group members' ideas
Grumpy is suspicious and distrustful
Grumpy may be argumentative and hard to control
Grumpy avoids expressing real thoughts and feelings because he is too busy arguing.
Grumpy makes others feel uncomfortable about their opinions
Grumpy overpowers the group
Why are they like that?
Grumpy is afraid of not being liked
Grumpy wants to be seen as a "good boy"
Grumpy desperately needs attention, but afraid to give over control or power of rejection to another person/authority
Grumpy longs to be part of the group but afraid of being engulfed
Grumpy defiantly asserts his independence
How team leaders must manage Grumpy?
1. Create a situation where they will see logical results
2. Grumpy-dwarf people make great leaders of debate teams. Utilize them as a resource to marshal support for a particular argument or sales pitch.
3. Enlist Grumpy's help/give him a task like handing out paper
4. Give praise
5. Restate Grumpy's hostile question or comment and open it to the group
6. Stand to his left
7. If necessary, anchor silence
8. Decrease eye contact
HAPPY
Generally at Work:
Happy always laugh even nothing is really funny
Happy is very likable, warm, and energetic
Happy is supportive to the leader, group members, and task at hand
Happy responds quickly to request from leader to do an exercise or help out
Happy completes any assignments given unbelievably fast
Happy nods affirmatively and expresses positive interest
Happy smiles a lot at everyone, particularly the leader
Happy frequently tries to catch leader's eye, and tries to maintain eye contact with leader
Happy takes seat to the leader's right if it is available
Happy generally agrees with the leader
In a Meeting:
Happy is overly cooperative
Happy likes everything; gives high ratings all the time
Happy says, "Yes, I agree, me, too!"
Happy tries to guess right answer and complies with imagined correct response
Happy is focused on leader vs. materials or others in the room
Why are they like that?
Happy has fear of abandonment
Happy wants to show self as unique
Happy is terrified of rejection same time
Happy is afraid to risk loss of love to assert his ideas
How team leaders must manage Happy?
1. Reconfirm interest in divergent responses - for example: "You can only please me by helping me do my job, which is to ensure that all opinions are expressed. We need the whole picture even if there are some aspects you think might be insignificant."
2. Remind group of the value of the individual
3. Praise difference of opinion
4. Move away from him to give him freedom to disagree
5. Maintain approving eye contact
SLEEPY
Generally at Work:
Sleepy is attracted to motorcycles, airplanes, sky diving, surfing, etc. or anything far from work.
Sleepy do not believe in or follow rules and regulations, as this would prohibit their ability to "do their own thing".
Sleepy is rational and logical
Sleepy uses understanding in a hands on way (making great mechanics or having strong technical skills)
Sleepy values privacy as well as adventure
In a Meeting:
In a meeting sleepy dwarfs may be daydreaming about being out on a motorcycle, in an airplane, skydiving, or surfing. Because they become bored rather quickly their reveries are about these types of escapes.
Sleepy is unresponsive
Sleepy acts bored
Sleepy daydreams
Sleepy stares out the window
Sleepy sits back from the table
Sleepy tries to hide in the middle
Sleepy yawns
Sleepy eyes actually start to close
ZZZZZZZZZ….
Why are they like that?
Sleepy feels isolated
Sleepy is afraid there's no room for his feelings
Sleepy doesn't expect anyone to be interested
Sleepy becomes passively aggressive - sleepy and bored
Sleepy wants to be important and recognized
Sleepy hasn’t got enough sleep.
How team leaders must manage Sleepy
1. Energy circle
2. Stretching
3. Remind sleepy that ‘unconscious behavior’ at work will not help you solve the problem
4. Ask sleepy dwarfs how a new problem-solution design would work in front of all.
5. Try asking questions about lively, sensational activities (skydiving, race car driving, mountain climbing, etc) to gain their attention. When successful it provides MORE energy and enthusiasm to everyone in the group
6. Point out connection between sleepy and other member, "Sleepy, both you and _____________ seem to feel___________"
SNEEZY
Generally at Work:
Sneezy is always sick and want to undergo sick leaves as always however they are organized and methodical
Sneezy has strong sense of duty so follow through on tasks assigned
Sneezy takes pride in his loyalty and faithful dependability
Sneezy is very honest and respect the rules of the group
In a Meeting:
Sneezy sits to the moderator's left
Sneezy might look sick - red nose and eyes, droopy
Sneezy lets group know how bad he feels
Sneezy disrupts by constantly coughing, sneezing, blowing his nose, clearing his throat
Sneezy interrupts with complaints about environment - - too hot, too cold, too drafty
Sneezy says, "Yes but..."
Sneezy is usually absent because he is sick.
Why are they like that?
Sneezy feels powerless
Sneezy cannot get needs met directly
Sneezy is afraid no one cares about him
Sneezy is unable to express anger or disappointment
Sneezy manipulates with illness or problems to be noticed or taken care of
How team leaders must manage Sneezy?
1. Be clear about the rules and guidelines for the group
2. Give rewards for those who don’t use their sick leaves.
3. Since they are great at remembering facts and details, refer back to them about those particular aspects for clarification
4. Avoid asking them about their usual sickness
5. Give them some responsibility in the group
6. Let them be the leader's helper
7. If appropriate, put Sneezy in front and make him review past meetings
8. Let him know that you care about him
Conclusion:
I know we are still a diminutive but fighting people with our little mining stuffs at work. We all want to feel important, to be accepted as unique individuals to be valued and loved as part of the working team. Nevertheless, as we all slowly marching in with heigh ho’s to work everyday, there are still instances that our own imperfections thrive to come out of our closets; decelerating our work habits, affecting our own little selves just because of those individual wayward attitudes of our team mates.
We are indeed different in our own little ways. We have our respective principles and personal perception of how we view life as a whole. And what more in our respective work stations. It is in great way out that to uphold our little selves we tend to seek for our acquaintances, form groups that would be like gaps; divisions to a united seven dwarf –contained team. However let us still work together with our axes, shovels, and other mining stuffs like real professional dwarfs who made it to beat the evil Queen.
We must just continually strive to accept and embrace our differences using our own little beating hearts.
I thought of the word “group behaviors” which have been taught to us from college under the subject corporate management. In fact I already read a couple of articles about these. Most of them are quite far from my likings of digesting more of it up to my brain. They’re quite in a broad spectrum and not really that spectacular to share. Let’s just say, I am really sick and tired of reading any other corporate management books or maybe I am just getting my head off even just reading the word ‘corporate’ and ‘management’ together just in the cover. But something just broke in the monotony of my itsy bitsy scanning of ‘ukay ukay’ books on sale. It is a book by Executive Solutions Inc. I think they are a group of people that focus studies of personal behaviors of individuals at work. The book although quite old and somewhat outdated, simply just tells the personalities of the Seven Dwarfs. (The plural of ‘dwarf’ should be dwarrows. I don’t know why language through the years just accepted the plural to be ‘dwarfs’ based on this Disney classic. Tolkien likewise contributed to the confusion as he created the word dwarves to suggest a much more antique-sound plural name.) Well this is out of our fairy tales or any cartoon stuff we often spared more that half our lives when we are kids. The book literally enumerated several attributes of the attitudes of these seven dwarfs in the workplace. I was totally dumbfounded when I read their respective unique descriptions.
I made a summary of the whole text and try to reflect a bit from the long descriptive see of gray of personalities each individual dwarf possess. Naturally, each one of them is unique and has its own weaknesses and strengths. Their characters somewhat clutter if you would try to mix them up in a certain crowded place. Again, they clutter. They are what it seem to be different forces of nature so to speak. And I believe that each one of us has a character from one of these dwarfs.
THE SEVEN DWARFS OF A WORKPLACE
BASHFUL.
Generally at Work:
Bashful always looks shy
Bashful may actually blush when spoken to
Bashful also may avoid eye contact, look down, bow their head a little bit
Bashful may avoid looking at group leader, hoping not to be called on.
Bashful may try to hide in the middle of the group
All Bashfuls are generally quiet
Bashfuls wait to hear others' views before expressing theirs
In a Meeting:
Bashful speaks in a muffled voice; it's hard to hear
Bashful will not express opinions unless called upon
Bashful expresses incomplete opinions and allows others to finish sentences
Bashful waits to hear everyone else's ideas and then may change what is written on their paper (seeks to conform)
Why are they like that?
Bashful may be afraid of being exposed and/or humiliated
Bashful may have some socially unacceptable secret
Bashful-dwarf type may feel ashamed
Bashful may not have had enough experience being listened to carefully. May have grown up in an environment where their talk was not encouraged. Feels it is inappropriate to talk or take center stage.
How team leaders must manage Bashful?
1. In the initial go-round, ask an easy question which guarantees a correct response, "How long did it take to get here" What's your pet's name? How many siblings do you have? This creates a quick sense of confidence in being able to give the right answer.
2. Pair them with another person - they come out of their introverted style somewhat when they are paired up with another person that they have to help
3. Give them time to jot down their reactions before calling upon them (so they can prepare a non-embarrassing response) Ask them to read what they wrote (vs. paraphrase.)
4. Ask them what they have observed in the group (since they have probably been busy collecting facts).
5. Give them recognition for their attention to detail and recall of facts
6. Avoid asking them to respond in an impromptu manner
7. If you can anticipate that your target will have a number of Bashfuls, you might consider giving them a homework assignment so that they can think through the subject at hand before attending the research.
DOPEY
Generally at Work:
Dopey tend to be quiet and reserved, and difficult to get to know well but are very flexible, have a simple sense of humor which they use in tense situations.
Dopey is resourceful and take care of the group by neutralizing tension.
Dopey is good attention payer.
Dopey is very aware of his senses, the way things look, taste, feel, and smell.
Dopey dwarf people are kind, gentle, and sensitive in their dealings with people.
While they come across as being carefree and lighthearted, they actually take life very seriously, although they are uncomfortable with theorizing.
Good at looking for practical applications.
Dopeys have no desire to lead or control others, but feel compelled to interact when people they care about may be hurt.
Dopey tends to show his concerns through actions rather than words.
Dopey-dwarf type tends to be artistic.
In a Meeting:
Dopey looks interested but only speaks when called upon
Dopey tries to hide in the middle
Dopey-dwarf person parrots the expert
Dopey smiles self consciously
Dopey may try to crack a self deprecatory joke
Dopey says, "I don't know," "I'm not sure," or "maybe"
Dopey tries to get away with never registering his own opinion
If writing responses, dopey will try to scratch out "wrong answer" after hearing answers
Why are they like that?
Dopey is afraid of being blamed
Dopey is unwilling to take responsibility for his ideas
Dopey has fear of being called "stupid"
Dopey tends to put down his own ideas internally
Dopey would really like to be seen as having worthwhile thoughts but too frightened to risk it
How team leaders must manage Dopey?
Let dopey know that the results of the work in the group will have practical applications and benefits to others.
Give him freedom to respond to the questions in his own way on paper. All answers are good answers
Let dopey dwarf draw his ideas on paper
Laugh at Dopey's jokes, if at all possible
DOC
Generally at Work:
Doc dislikes seeing mistakes repeated, and have no patience with inefficiency.
Docs naturally have little patience with people who do not see things the same way as they do.
Doc-dwarf people are naturally born leaders
Docs make decisions quickly
Doc-dwarf people are very verbal about their opinions
Docs are driven to accomplish
Doc can be a forceful, intimidating and overbearing individual.
In a Meeting:
Doc announces his expertise very early in the meeting
Doc sits opposite the leader
Doc tries to take over leadership
Doc answers every question, reminding group of his status
Doc calls for consensus from others on his views
Doc asks rhetorical questions
Doc is intimidating to other group members
If there are other docs in the group, it creates a competitive atmosphere
Doc avoids talking about feelings
Doc only willing to discuss pure facts
Doc-dwarf people interrupt other meeting members
Doc talks loudly and aggressively
Doc is contemptuous
Doc is often nitpicking and perfectionist
Why are they like that?
Doc feels inadequate. That's why he's always "on" and needing to prove himself
Doc afraid of being found out - he thinks he's not really smart/informed
Doc feels compelled to perform
Doc wants to be loved for who he really is
Doc would just like to relax and be accepted without having to work so hard
How team leaders must manage Doc?
1. Create a well organized meeting where definite guidelines are set
Engage doc-dwarf people in creative problem solving
2. Let them know that their input will help control and perfect whatever the results are so that things will run more smoothly
3. Allow them to express their opinions on paper first and call on them to read their response when it makes sense to you as leader
4. Maintain focus in the group NOT on Doc but still appreciate Doc as well as giving credit to other group members (and other dwarf-types) as a creative, hard-working team
5. Ask Doc for his advice in how to solve any problem in the group by jotting down his thoughts about it, and then calling on him to share it later.
6. Acknowledge his special expertise
7. "Take pressure off him" by saying: We don't want to give Doc our jobs by counting on him to answer all our questions
8. And ofcourse, call on him last.
GRUMPY
Generally at Work:
Grumpy likes to see things running smoothly and systematically with their eyes constantly scanning their personal environment to check it again and again
When bogged down by stress, Grumpy often feels isolated from others. They feel as if they are misunderstood and undervalued, and that their efforts are taken for granted.
Grumpy values competence, efficiency, and likes to see quick results
Grumpy charges people, knowing what he expect and having no tolerance for those who don't give it to him
Grumpy is self confident and assertive
Grumpy-dwarf people need to know what the standards are for any assignment so that they can meet their expectations
In a Meeting:
Grumpy often disagrees or says, "No"
Grumpy may sit with arms crossed backed away from table
Grumpy looks annoyed, mild sneer, raised eyebrow
Grumpy is negatively critical or judgmental of whatever is being tested as well as other group members' ideas
Grumpy is suspicious and distrustful
Grumpy may be argumentative and hard to control
Grumpy avoids expressing real thoughts and feelings because he is too busy arguing.
Grumpy makes others feel uncomfortable about their opinions
Grumpy overpowers the group
Why are they like that?
Grumpy is afraid of not being liked
Grumpy wants to be seen as a "good boy"
Grumpy desperately needs attention, but afraid to give over control or power of rejection to another person/authority
Grumpy longs to be part of the group but afraid of being engulfed
Grumpy defiantly asserts his independence
How team leaders must manage Grumpy?
1. Create a situation where they will see logical results
2. Grumpy-dwarf people make great leaders of debate teams. Utilize them as a resource to marshal support for a particular argument or sales pitch.
3. Enlist Grumpy's help/give him a task like handing out paper
4. Give praise
5. Restate Grumpy's hostile question or comment and open it to the group
6. Stand to his left
7. If necessary, anchor silence
8. Decrease eye contact
HAPPY
Generally at Work:
Happy always laugh even nothing is really funny
Happy is very likable, warm, and energetic
Happy is supportive to the leader, group members, and task at hand
Happy responds quickly to request from leader to do an exercise or help out
Happy completes any assignments given unbelievably fast
Happy nods affirmatively and expresses positive interest
Happy smiles a lot at everyone, particularly the leader
Happy frequently tries to catch leader's eye, and tries to maintain eye contact with leader
Happy takes seat to the leader's right if it is available
Happy generally agrees with the leader
In a Meeting:
Happy is overly cooperative
Happy likes everything; gives high ratings all the time
Happy says, "Yes, I agree, me, too!"
Happy tries to guess right answer and complies with imagined correct response
Happy is focused on leader vs. materials or others in the room
Why are they like that?
Happy has fear of abandonment
Happy wants to show self as unique
Happy is terrified of rejection same time
Happy is afraid to risk loss of love to assert his ideas
How team leaders must manage Happy?
1. Reconfirm interest in divergent responses - for example: "You can only please me by helping me do my job, which is to ensure that all opinions are expressed. We need the whole picture even if there are some aspects you think might be insignificant."
2. Remind group of the value of the individual
3. Praise difference of opinion
4. Move away from him to give him freedom to disagree
5. Maintain approving eye contact
SLEEPY
Generally at Work:
Sleepy is attracted to motorcycles, airplanes, sky diving, surfing, etc. or anything far from work.
Sleepy do not believe in or follow rules and regulations, as this would prohibit their ability to "do their own thing".
Sleepy is rational and logical
Sleepy uses understanding in a hands on way (making great mechanics or having strong technical skills)
Sleepy values privacy as well as adventure
In a Meeting:
In a meeting sleepy dwarfs may be daydreaming about being out on a motorcycle, in an airplane, skydiving, or surfing. Because they become bored rather quickly their reveries are about these types of escapes.
Sleepy is unresponsive
Sleepy acts bored
Sleepy daydreams
Sleepy stares out the window
Sleepy sits back from the table
Sleepy tries to hide in the middle
Sleepy yawns
Sleepy eyes actually start to close
ZZZZZZZZZ….
Why are they like that?
Sleepy feels isolated
Sleepy is afraid there's no room for his feelings
Sleepy doesn't expect anyone to be interested
Sleepy becomes passively aggressive - sleepy and bored
Sleepy wants to be important and recognized
Sleepy hasn’t got enough sleep.
How team leaders must manage Sleepy
1. Energy circle
2. Stretching
3. Remind sleepy that ‘unconscious behavior’ at work will not help you solve the problem
4. Ask sleepy dwarfs how a new problem-solution design would work in front of all.
5. Try asking questions about lively, sensational activities (skydiving, race car driving, mountain climbing, etc) to gain their attention. When successful it provides MORE energy and enthusiasm to everyone in the group
6. Point out connection between sleepy and other member, "Sleepy, both you and _____________ seem to feel___________"
SNEEZY
Generally at Work:
Sneezy is always sick and want to undergo sick leaves as always however they are organized and methodical
Sneezy has strong sense of duty so follow through on tasks assigned
Sneezy takes pride in his loyalty and faithful dependability
Sneezy is very honest and respect the rules of the group
In a Meeting:
Sneezy sits to the moderator's left
Sneezy might look sick - red nose and eyes, droopy
Sneezy lets group know how bad he feels
Sneezy disrupts by constantly coughing, sneezing, blowing his nose, clearing his throat
Sneezy interrupts with complaints about environment - - too hot, too cold, too drafty
Sneezy says, "Yes but..."
Sneezy is usually absent because he is sick.
Why are they like that?
Sneezy feels powerless
Sneezy cannot get needs met directly
Sneezy is afraid no one cares about him
Sneezy is unable to express anger or disappointment
Sneezy manipulates with illness or problems to be noticed or taken care of
How team leaders must manage Sneezy?
1. Be clear about the rules and guidelines for the group
2. Give rewards for those who don’t use their sick leaves.
3. Since they are great at remembering facts and details, refer back to them about those particular aspects for clarification
4. Avoid asking them about their usual sickness
5. Give them some responsibility in the group
6. Let them be the leader's helper
7. If appropriate, put Sneezy in front and make him review past meetings
8. Let him know that you care about him
Conclusion:
I know we are still a diminutive but fighting people with our little mining stuffs at work. We all want to feel important, to be accepted as unique individuals to be valued and loved as part of the working team. Nevertheless, as we all slowly marching in with heigh ho’s to work everyday, there are still instances that our own imperfections thrive to come out of our closets; decelerating our work habits, affecting our own little selves just because of those individual wayward attitudes of our team mates.
We are indeed different in our own little ways. We have our respective principles and personal perception of how we view life as a whole. And what more in our respective work stations. It is in great way out that to uphold our little selves we tend to seek for our acquaintances, form groups that would be like gaps; divisions to a united seven dwarf –contained team. However let us still work together with our axes, shovels, and other mining stuffs like real professional dwarfs who made it to beat the evil Queen.
We must just continually strive to accept and embrace our differences using our own little beating hearts.
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