Managing Sticky Situations at Work

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Sticky Situations in Meetings 103tour of his offices while they waited for the other members.During that time, she asked Reuben a number of questions abouthis design experience. Soon after, the contractor arrived, accompaniedby his top foreman. They settled in the conference room,drinking coffee and chatting while they waited for FJ. Afterabout 10 minutes Marsha rolled out a blueprint. ‘‘I’ve talkedextensively to FJ and drew up these preliminary plans to get usstarted.’’‘‘You can’t take out a column there,’’ the contractor said,pointing to the main entrance. ‘‘That will cause structural problems.I know that building. I worked on it when it was erected 15years ago. Not only that, but the city will never let you go thathigh.’’The architect responded by defending her plans and specifyingthe structural components that fit with FJ’s requirements. MeanwhileReuben jumped in the fray. ‘‘FJ wants something moremodern than this,’’ he said and began talking about what kindsof projects his company designed in the past that captured a moremodern feel.Five minutes later FJ bustled in and tossed his brief case on thetable.The architect spoke first. ‘‘There’s some controversy among usover the plans you and I discussed. I put something together basedon the numbers and measurements we talked about.’’‘‘You simply can’t take out a column there, and the city willnever let you build this kind of structure in the downtown corridor,’’the contractor butted in.Reuben interrupted him and remarked that his firm prideditself on modern décor and this structure looked more Americancolonial. He didn’t think that was what FJ was asking for. Thecontractorroseandbeganpacingtheroom.Whilehedescribedthe large-scale projects his firm has worked on and what he knowsabout the building FJ purchased for this project, Marsha interruptedwith pointed questions. Reuben could tell that FJ was gettingincreasingly agitated.‘‘That’s it,’’ FJ cut in. ‘‘If you guys want to argue, go duke itout someplace else. I don’t have time for this.’’ He gathered hisstuff and stormed out the door.
104 Managing Sticky Situations at WorkSTAGES OF TEAM DEVELOPMENTThe team Reuben wants to put together is brand new. The membersdo not know one another nor are they clear on the purpose of themeeting. Undoubtedly this team began in the Forming Stage.Looking at interlocking needs, we see that no one on this team cancomplete this large-scale project alone. The architect needs the contractorand the design team to do her job. The contractor must workclosely with the architect to do his job. The design team must coordinatewith both the architect and the contractor. Furthermore, everyonemust reach some agreement about what the client needs. Groupmembers tried to impress one another with their particular credentialsand by so doing quickly moved out of the Forming Stage and into theStorming Stage. Meanwhile, they lost the client.What caused the group to move so quickly out of the FormingStage? As soon as the architect pulled out the preliminary plans, thegroup reacted with negative feedback. Not having a chance to orientthemselves to one another nor to the project, members went immediatelyinto the Storming Stage. It became a group in panic mode.This analysis of the group and what it needs to do enables Reuben toapply the SIJR Model and reconstruct the meeting.APPLYING THE SAY IT JUST RIGHT MODELDECISION POINTSReuben weighs the costs. Reuben recognizes that his effort to createa team atmosphere failed. He is not sure he likes either the architector the contractor and would prefer to work with people heknows. If, however, he tries to convince FJ to use other firms, hemay lose FJ altogether. Apparently Marsha Malone and FJ haveworked together in the past. Reuben has a successful business, but herecognizes the need to keep new clients coming in. This project wouldboost Reuben’s business to another level.Reuben sets limits. Reuben cannot work with an architect and acontractor who do not get along. He’s experienced that nightmarein the past and vowed never to do that again. When he heard that boththe architect and the builder did not know one another, Reuben predictedtrouble. Working under these conditions is not an option.The architect and the contractor must connect before Reuben can dohis job. He decides to talk to FJ to determine if he still wants to contractwith Reuben’s company. If he does, then Reuben will agree to
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ContentsIllustrationsviiAcknowledgm
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AcknowledgmentsAs a disclaimer, all
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xiiIntroductionis the word that oft
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xivIntroduction4. You supervise a g
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Chapter 1The Say It Just Right (SIJ
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The Say It Just Right (SIJR) Model
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Chapter 2Personality OverlayAtthiss
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Personality Overlay 19BOLD PERSONAL
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Personality Overlay 21energy seems
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Larry is clearly a Technical person
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Personality Overlay 25‘‘John kn
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Personality Overlay 27Resolve the I
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Chapter 10Sticky Etiquette Situatio
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Sticky Etiquette Situations 167mone
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Her intent with this question was n
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202 Appendix 14. True5. False6. Fal
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204 Appendix 1Strategic interviewer
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206 Appendix 2360 By Design®—Des
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IndexAdjourning Stage in groups, 10
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Index 211hot seat, 35-39How Good a
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Index 213Teenage Daughter Is Busted
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