How many times have you conducted a meetingwhereagreements were reached or a course of action was determined, yet within 24 hours someone has taken a different course or does not adhere to what was agreed? Have you had a stakeholder agree with you in a one-on-one meeting only to find them supporting a contrary view at the stakeholder meeting? When you witness these events you start to ponder why the change occurred. How about a note hanging on the work refrigerator in the break area or some other conspicuous place indicating a desire for a change in behavior or venting frustration? 

 

These examples are signs of passive aggression or passive resistant behavior.

Traditionally a passive person shows little interest in getting what they want. Passivity brings out restraint, inhibition and very little challenge while aggression is an act of force that can build or destroy. Consequently, aggression is seldom seen as a positive because careful management of this trait is not always practiced. Resistance is the action of opposing something with which you disapprove or disagree.

 

How do you recognize passive aggressive or resistant behavior? How should we handle it? What are the consequences of ignoring this type of behavior?

 

In this session, we will explore the various personality traits that lend themselves to passive aggressiveness or resistance and ways to identify when this behavior on your project teams is present. More importantly strategies for handling the mild to severe forms of passive aggression and resistance will be addressed, and some of the consequences for not dealing with passive aggression or resistance will be identified. Finally, a review of different types of assessments that can help you build a high performance team that produces results and/or “fixes” a team that is not performing.

  

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PDU # C331_021511 (1 PDU)