Working with Group Dynamics -> eWork-Out Business Processes

Handling Disruptive Behaviour
by David Feller

During the early stages of a Work-Out session, an Advocate needs to size up the dynamics of the group, and look for potential behaviours that might prevent the group from realising its goals.

There are a number of what we might call dysfunctional behaviours that interfere with the team accomplishing its task and/or working as a team. They can be overt and aggessive behaviours, or covert and passive.

They include blocking (arguing positions, entrenching, wordsmithing beyond reason, returning to the same “dead issue”); withdrawing (physically or mentally removing oneself from participation; daydreaming, pushing back from the table or away from the group; repeated side conversations; doing other paperwork); digressing (getting off the subject to personally-oriented subjects or aspects of the topic unrelated to the group's effort or interest; telling ‘war stories’); seeking recognition (behaviours that draw attention from the issue of alternatives to an individual and his/her personal needs or considerations; “the poor me” tales that implore sympathy and manipulate the decsion criteria; loud or excessive joking, boasting, or “cheap shots”); excessive interrupting; and hidden agendas (behaviours that manipulate discussion and decisions to a personal goal that is never explicitly stated — “Yes, but…”).

Here are some familiar characters:

Overly talkative #1

You know the type: apparently well-informed, and overly eager; wants to direct discussion. Always avoid being sarcastic with this character, bear in mind that his/her eagerness may become an asset. One way to handle things is to try to slow things down with a challenging question. But it's usually a good idea to let the group take care of it, as much as possible. Precede any interruption with “That's an interesting point…now let's see how others feel”

Highly Argumentative #1

Combative personality; feels strongly about the subject, probably quite upset. No matter what the temptation, the Advocate must keep his/her temper in check; try to find merit in what this character is saying. Again, it's important to get others to express an opinion, and use that to move on. Always make sure that people know that it's OK if we all don't agree at this point in time. During a break, talk to the person in private, find out what the problem is and ask for his/her help.

Overly talkative #2

They're trying to be helpful, but, and it's not intentional, they're excluding others. Tact is needed, but the most effective way is to thank this particular participant and then address other questions to other people. Then, go back to the Overly Talkative participant and ask him/her to summarise the point, perhaps at the flipchart. The odd non-verbal signal might come in handy at this point!

Highly Argumentative #2

There inevitably comes a point when two or more members clash; issues of control or past history come to the fore. By all means, note the points of disagreement, but try to minimise, if possible. Draw attention to the agreed agenda, and the objective. Try to bring in a neutral member into the discussion: “Bill, what do you think is the issue here?” Remind participants of meeting ground rules (no personal attacks) and frankly ask that personalities be omitted from the discussion.

Rambling

S/he's not focusing on the subject, not able to summarise his/her thoughts. When an opening develops, thank the person and restate the relevant points and move on. Smile, say the point is interesting, point to the flipchart — the Advocate's best friend is his/her flipchart — and indicate that we are getting “a little off our agenda.” Remind him/her that time is short and there is still considerable work to be done.

Obstinate/stubborn

Again, it's a combative personality we're dealing with. There's some prejudice here too. Immediately toss the particpant's view to the group, and let the group ‘straighten the person out’: “Can someone help Bob see the group's position?” Offer to discuss the point with him/her later — they invariably decline (phew!) — and suggest the participant accept the viewpoint for the moment.

Complainer

Not necessarily a pet peeve, it could just as easily be a legitimate complaint. Ask a member of the group to respond: “Liz, what's your reaction?” Remind them of time constraints: “I know you're concerned about _____. We do have a lot to finish before 5.00pm. Can we move on?” Indicate you'll discuss the issue with him/her privately later.

Side conversations

Often related to the subject, but can be a personal issue, but as often as not it's a say of showing dissatisfaction with the group process. The direct approach is the only way. Call on one of the people by name and ask an easy question. Or repeat to them the last opinion offered, and ask for their reaction. If that sort of disruption continues, then stand casually behind the member that are talking, trying not to make it too obvious to the others.

Inarticulate

It can be hard when you're facilitating a group where one or more participant lacks the ability to……… Definitely avoid saying, “What you mean is…” Instead, say something like “Let me restate that for the group”, then put it in more understandable terms for the group. But change the ideas as little as possible, just help it make sense.

Definitely the wrong comment or response

Sometimes someone misunderstands the topic or question, or they got ‘lost in space’. Handle this delicately; don't embarrass him/her. Offer, “I see your point. Can we make it fit with…” Then rephrase the question.

Asks for your opinion

In most cases they're genuinely seeking your advice, though we often sense that sometimes they want to put us ‘on the spot’. It's important to resist the urge to sove problems yourself. Rather, guide the group to reach a solution on their own. Always avoid taking sides. Sometimes we advise selecting another member of the group to respond, saying, “I do have an opinion, but would like to refrain from commenting until you all have decided what you want to do”; then offer your opinion trying to link it closely to what they've decided.

Refuses to participate

Often this means this person is bored or insecure, or it could mean s/he's feeling a bit ‘superior’, or just tired. The best way to approach this situation is to arouse interest by asking for their opinion. Draw out the person next to him/her, then ask the quiet person to respond or comment. When the person does speak, sincerely but subtly compliment him/her for the contribution.