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Introduction
Work places are a jumble of different personalities; among the workmates, some are very easy and enjoyable to work with whereas others are stressing and hard to cope with. However, for an effective operation, all employees need to collaborate and work together for the good of the company; the different personalities must be blended to build an orchestrated winning team. Depending with the character and personality of a person, the way to manage him/her varies (Marsha 12). This paper discusses how to handle difficult people in a health facility setting.
Methodology
To discuss the topic, and respect the differences in personalities, this paper will look into six main attributes of difficult people. Since every character needs a different handling, the paper will discuss each on its way. Finally, the paper will offer a general comment on how to handle difficult people.
The Chatterbox
They are people who have a story and something to say about everything; they have the character of extroverts and can talk the entire day. When giving the stories, they disrupt someone from doing his/her duties effectively. Sometimes, especially the planners, they need their time to arrange and plan the day, however, a chatterbox will never give room to this. People with this character talk about anything, some of which may be shaming to listen in an office environment; to keep away from this people involves being calm and letting them know that you have problems concentrating when someone is talking to you. Ask them to consider sharing the story some other time. When dismissing these fellows care should be taken not to create bad blood with them since, they might end up insulting you, which results to a negative mood.
An example of a soft dismissal can be I cannot concentrate on the medicines I am giving patients when you are giving me stories, please lets book a date over lunch hour and talk further.
The Gossip
They are people who seem to know everything about other people and they are willing to share with anyone available, such people have the controlling voice and are the mock-mongers, when they are a colleague, they want to empty their hearts through unending stories of what so and so did. These people can easily lead a whole organization to trouble, as they want to get the attention of others and probably get their view about an issue. A general comment can be used against an innocent person.
To deal with these people, the most important thing is to divert the topic anytime they start talking personal life of other people, they should not be given audience though when dismissing them is blushing them away, and care should be taken because sometimes they may come with some truth that can help. For example, if the gossiper comes and tells you so and so were fighting yesterday with the husband, instead of listening and motivation him/her to continue, ask a question like, when is the team building exercise for this year (Keating 78)
The Complainer
These people always have something to complain about, they look for the minor things and start criticizing the matter. They like discussing about the structure of the organization, the management, the living conditions so forth. These people can be difficult since they may be complaining of something worth complaining. They are the people when well managed can result to a positive revolution in an organization.
When dealing with this people, the most important this is to offer them minimal attention and contribute to their discussion when toy have to. The colleague has stated his bellyaching, ensure that he does not dwell on something for long, and in case something is in the making remind him. For example, complainant may start talking about the low pay in the hospital in the morning, to divert and stop him, it is important to say something like, well the human resources has promised to look into the matter lets wait. If he is still willing to continue arguing, dismiss the information with something else.
The Delegator
These are people who do not want to do something, they are nicknamed as please deal , when these people are the collogues, they let someone do almost every other task in the organization and they take the credit. Here is a difference between the legitimate work to delegate and those work that someone should not be delegating; dealing with these people is tricky especially if they are the supervisors or the bosses. To decline the May demands and orders, staffs need to be composed and stand on their rights, they should be aware on what they are expected to do and the much the organization demands from them.
For example, such a person may tell you, can you please get me some lunch from the restaurant. to dismiss such a claim softly you can say, well I can get lunch for you, but I feel this is not the right time, nevertheless, its better if you get it yourself so as they can make it just the way you want (Rick and Rick 1-34)
The Credit Grabber
They are people who always have a reason to get money from other people, they come with fundraising cards, they are sick, and they are broke among others. They capitalize in the social environment created in an organization to get funds. To deal with this people, it calls for a collection action that might even include the human resource management on policies on fund raising within an organization. When approached by these people, it is important to let them know that you also have financial difficulties and can only help when really need be; they should understand that some social things that you can raise money for while others you cannot.
Hardcores
They are people who do not corporate with the rules and are not team players; in most cases, they want to build a group of people to follow them. To deal with these people it is always right to stand with ones moral standing and if they persist, inform the top management for actions (Marsha 12)
Conclusion and general approach of handling difficult people
The first approach to winning the battle against difficult people is to understand their character; when the kind of behavior a colleague has is understood, then handling him or her is easy. Always, when handling difficult people it is important to show them respect, act politely but firm. If a behavior is persistent and hinders delivery of quality, timely and affordable medical services, the top management should be alerted for appropriate actions.
Works Cited
Keating, Charles. Dealing with difficult people: how you can come out on top in personality conflicts. New Jersey: Paulist Press, 1984. Print.
Marsha, Petrie. Toxic People: Decontaminate Difficult People at Work Without Using Weapons Or Duct Tape. New Jersey: John Wiley and Sons, 2007. Print.
Rick, Brinkman, and Rick, Kirschner. Dealing with Difficult People: 24 Lessons for Bringing Out the Best in Everyone. New York: McGraw-Hill Professional, 2006. Print.
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