The Human Factor

A monthly E-zine dedicated to the success of organizations

by developing their most valuable asset - their people.

From time to time, everyone is bothered by a situation in which someone’s behavior, action, or lack of action has created a problem or concern.  You may feel let down, upset, agitated or angry.  You don’t want to just “let it go” but aren’t quite sure how to react.  You don’t want the behavior to continue but you don’t want to make things worse.  Certainly, you would prefer to avoid a confrontation.

It is hard to imagine that anything good can come from a confrontation.  However, without confrontation, problems are likely to continue.  Unresolved issues often lead to growing resentment and can easily explode into open conflict.  Failure to address the concerns can even encourage a lack of accountability.  

To many, the mere thought of confrontation conjures a wide range of negative visions.  It's no surprise that such negativity causes a great deal of apprehension.  Perhaps it is time for a new approach and a new term.  What we really need is a process for the Positive Acknowledgment of Concerns - PAC.  Instead of thinking about a confrontation, let's just "PAC" it.  "PAC" ing is the process of acknowledging concerns with compassion for the individual and a desire to seek constructive resolution.  This requires preparation.

Proper preparation for the positive acknowledgement of concerns starts by focusing on the problem.  What exactly was the action or behavior that caused the problem?  What were the consequences?  What exactly were the negative feelings or outcomes that resulted from this action or inaction?  What changes are desired in the future?  Armed with this level of understanding, we can establish the best possible tactic.  Remember, the goal is to focus on the problem and positive change.  The key is in the approach. 

Here are three good tactics you can use when "PAC" ing.

1.  Ask for help.  Start the conversation by asking the person to help you.  People are often engaged by a request for help and are much less defensive then when feeling blamed or attacked.  Then state the concern and what change you would like to see.  Use “I” statements such as “I feel resentful when I hear demands.  Could you help me by asking me rather then telling me?”

2.  Make it a common problem.  The idea here is to establish the behavior as a mutual problem that both of you might work on together for everyone’s benefit.  You might say, “We didn’t get that project completed on time which really hurts our reputation.  What do you think we can do in the future to be sure that we all do a better job of keeping our commitments?”

3.  Appeal to their self esteem.  In this tactic you want to point out that you respect them and their usual performance.  However, this behavior is out of character.  You might start by saying “I have come to respect the quality of your work.  I was really surprised when I saw this mistake.  Is there anything I can do to help avoid these types of errors in the future?”

With a little preparation and the right approach, you, too, can master the fine art of "PAC" ing.

For more information on creating positive change contact us today!