Managing Sticky Situations at Work

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Sticky Etiquette Situations 173it is there that we opt to either proceed or not to proceed with theSIJR Conversation. With sticky etiquette situations, particularly, youmay choose not to approach the other person. In the first situation,Belinda had little choice. If she were to make this trip with Brad, shehad to confront him. Belinda faced a larger question than what wasproper decorum on a trip with a colleague. She faced the question ofwhether or not Brad had crossed the sexual harassment line. WhenBelinda realized that Brad meant no harm with his remarks, sherelaxed and told him what was appropriate and what was not. Again,Brad may not change his behavior, but Belinda made it clear shewould report him if he misbehaved.As for Rita and Art, Rita recognized that she could manage the situationwithout confronting Art. During the Decision Point analysis,she realized that a confrontation might seriously jeopardize theirworking relationship. A few minor changes in the way she dealt withArt enabled her to avoid having to say anything to him.In the situation with the slippery co-worker, Adelaide had to confrontRicky to maintain her own self-worth. She could not allow Rickyto continue taking advantage of her.Finally, Louisa could have either talked with Dr. Marshall or dealtwith her concerns without talking to him. She made the choice to talkto him in order to get clarification, but in her Decision Point analysisshe could have just as easily decided to avoid talking to him and discoveredthe appropriate procedures in another manner.The next chapter explores how to apply the Say It Just Right Modelin the virtual world. Today, we spend much of our workday in virtualconversations with people at their computers. How do we deal witha sticky situation when the person we are confronting lives on anothercontinent?NOTE1. Susan Bixler and Lisa Scherrer Dugan, 5 Steps to Professional Presence:How to Project Confidence, Competence, and Credibility at Work (Avon,MA: Adams Media Corporations, 2001), xxi–xvi.
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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 5Sticky Situations with Cli
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Chapter 6Sticky Situations with Sub
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Sticky Situations with Subordinates
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Chapter 7Sticky Situations in Meeti
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Chapter 8Sticky Romantic Situations
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Page 202 and 203: Sticky E-situations 183ANALYSISZack
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Page 212 and 213: Sticky Situations on the Home Front
Page 220 and 221: Appendix 1Answers to QuizzesYOUR ST
Page 222 and 223: Appendix 1 203HOW GOOD A TEAM PLAYE
Page 224 and 225: Appendix 2Special Tools and Resourc
Page 226: Appendix 2 207OTHER BOOKS AND RESOU
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Page 231 and 232: 212 IndexSay It Just Right (SIJR)Co
Page 234: About the AuthorJOAN C. CURTIS, Ed.
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