managing challenging behaviours
Post on 22-Feb-2016
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Managing challenging behaviours
Difficult situations• In difficult situations people may behave in ways which feel
very challenging e.g.o Line managers may refuse to take on board suggestions or
alternative solutions, stick like glue to existing rules
o Our colleagues give priority to other things / not complete work we need them to do
o Someone we are managing may refuse to let us reassign / complete their tasks for them, even though they have too much on their plate
What are the different types of behaviour?
Though it may seem like it, our colleagues are NOT doing thisjust to irritate us.
Their behaviours are based on underlying concerns that mightbe just as frustrating and stressful to them, or that even theymight not be aware of. Drawing on work based on Apter’stheory, helps us understand why they behave this way.
Why do people behave in this way?We can recognise the behaviours as matching those of:The Conformist; The Therapist; The Joker; Mr/Ms Invisible;The Scholar; The Egotist; The Challenger; The Control Freak
The next slides highlight how to recognise each type,what they’re most likely to say, and why they do this.
The ConformistActs as if...
frameworks for accountability are the only true source of structure and meaning.
“What does Ofsted / the rulebook say?”
Is most likely to say...
Why they do this
They’re worried about standing up to authority; being seen as acting inappropriately / differently to others.
The Therapist (Sympathetic)Acts as if...
work with colleagues is an emotional transaction where feelings are what’s most at stake.
“And how did you feel about that?”
Is most likely to say...
Why they do this
They’re concerned not to be rejected and / or about becoming involved in conflict.
The Joker (Playful)Acts as if...
enjoyment and fun in the moment are the most important aspects of any activity.
“How long is this going to take?”
Is most likely to say...
Why they do this
They’re concerned to avoid making long-term commitments.
Mr/Ms InvisibleActs as if...
other people’s needs should always come first.
“Enough about me, let’s talk about you...”
Is most likely to say...
Why they do this
They’re concerned not to reject others’ needs, and to avoid conflict at all costs.
The Scholar (Serious)Acts as if...
contribution to long-term goals is the most important aspect of any activity.
“How many credits towards my NVQ L5/ degree/ masters is this worth?”
Is most likely to say...
Why they do this
They’re worried about getting things wrong; not being perfect.
The EgotistActs as if...
the only reason for doing anything is to accrue personal benefit.
“So what’s in it for me?”
Is most likely to say...
Why they do this
They’re concerned about not having their own needs met and being ignored.
The ChallengerActs as if...
protocols are just restrictions and actively oppose them.
“We don’t need to stick to the policy guidelines, let’s just play it by ear.”
Is most likely to say...
Why they do thisThey don’t want to feel trapped by rules and regulations.
The Control Freak (Masterful)Acts as if...
collaboration is tiresome and inefficient – possibly even dangerous!
“I’d rather work on my own. It’ll be safer that way.”
Is most likely to say...
Why they do thisThey’re concerned about losing control, being intimate or appearing vulnerable.
How can we associates use the evidence in this study?
• Challenging behaviours are often based on underlying concerns. You might want to think about a recent discussion with a colleague and identify which of the types (e.g. joker, scholar) their behaviour most closely matched.
• What concerns might have caused them to act in this way? You might want to discuss with your
coaching partner the best way of responding to the concerns and the behaviours. How can you separate the two?
How can we associates use the evidence in this study?
• Would it be helpful to have a team meeting where you discuss the 8 behaviour types and develop strategies for effectively responding to each type? (For example, acknowledging the fears of a “control freak” and ensuring that they know they can maintain some control over planned activities.
Follow-up reading
The models of behaviour in this BITE are based onApter Reversal Theory. You can find out more at:
http://www.reversaltheory.org/
Contact details
• This presentation was produced by CUREE:• CUREE Ltd
4 Copthall HouseStation SquareCoventryCV1 2FL
• 02476 524036• info@curee.co.uk
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