Dealing with Difficult Interactions

Definition

Dealing with Difficult Interactions* means interacting with others in a tactful and effective manner when faced with a sensitive or tense situation in order to preserve productive working relationships.

*This competency excludes those interactions that have taken place entirely in writing, such as letters or e-mail exchanges. Exceptions may be made for employees with disabilities, on a case-by-case basis.

Core motivation: To ensure professional and effective interactions

It's about:

• remaining professional during a sensitive or tense verbal interaction; and
• as required, managing your emotions to not make the situation worse and be able to conduct yourself professionally.

This competency relates to an individual’s effectiveness in dealing with sensitive or tense situations occurring during verbal interactions in a work-related environment. Difficult interactions occur between people at work and could be caused by a dissatisfaction, disagreement, opposition, or intentional provocation. It could also be a situation where the other person made you feel vulnerable, upset, frustrated, angry or anxious.

Sensitive or tense situations while performing work-related duties can negatively impact the working relationship with colleagues, clients, taxpayers, or external service providers. When this type of situation occurs, it is crucial that you act professionally, respectfully and with tact, in order to ensure an effective outcome as well as preserve the organization's image.

Purpose of this competency for CRA

Dealing with Difficult Interactions encourages productive working relationships so that employees can fulfill their duties and achieve the CRA objectives.

Progression of scale - Degree of effort spent to address the situation and scope of positive impact

The Progression of the scale works together with the underlying notions, so it is important to consider this information as it indicates how the behaviours progress as you move from level 1 to level 4. The behaviours generally build on each other.

In other words, you may:

• be aware that the situation could negatively impact the working relationships if you do not interact in an appropriate manner;
• resist responding or reacting in a rude or angry manner;
• think about how best to approach the situation to maintain a good working relationship.

At this level, you remain outwardly calm and behave professionally. The degree of effort spent to address the situation is minimal and the scope of positive impact is limited between you and the other party involved in the difficult interaction.

Example/Context

Billy presented his proposal for changes to procedures to his colleagues. When Ann openly criticized his proposal, Billy remained calm rather than showing that he was upset. Instead of reacting defensively, he decided to listen to the reasons why Ann was against it, and then take time to consider it.

In other words, you may:

• plan your approach and prepare for a conversation with the other party;
• engage the other party in a constructive conversation based on the facts of the situation;
• listen to the other party’s perspective and consider their point of view and interests;
• try to find common ground so you can reach agreement;
• demonstrate a willingness to preserve an effective working relationship.

At this level, you are more involved in addressing the difficult interaction by responding professionally to the other party. You do not let your temper or emotions show in your response. However, you need to connect with your own emotions, be aware of the others’ emotions and try to put yourself in their shoes.

The degree of effort spent to address the situation is greater since you respond more actively to the other party involved in the difficult interaction. The scope of positive impact includes you and the other party involved.

Example/Context

Billy presented his proposal for changes to procedures, to his colleagues. When Ann openly criticized his proposal, Billy remained calm rather than showing that he was upset. Instead of reacting defensively, he decided to listen to the reasons why Ann was against it, and then take time to consider it.

Ann presented her point of view and challenged the feasibility of Billy’s new approach. Billy remained calm, considered the points that Ann had made, and clarified the specific portion of the proposal that she had issue with. He then invited her to sit with him and provide suggestions that would make that part of the work flow better, and improve the proposal. Ann was open to his suggestion and they worked together to significantly improve procedures in their work area.

In other words, you may:

• manage your own emotions during a difficult interaction and assist others to manage theirs;
• serve as an example in a specific situation and coach others when they experience a sensitive or tense situation;
• learn from your own experience, and help others by sharing with them the tools, information and resources you found helpful in addressing a sensitive or tense conversation. This may include, but is not limited to:
  • preparing for a difficult, but necessary interaction;
  • engaging the other party in a productive conversation without letting your emotions take over;
  • communicating with the other party in a respectful and professional manner; and 
  • maintaining the positive working relationship.

This level contains two elements:

1. demonstrating an effective way of dealing with one’s own difficult interactions; and

2. promoting to others effective approaches to deal with their difficult interactions.

In short, you portray the appropriate behaviours in sensitive or tense situations, as well as helping others deal effectively with their difficult interactions.

At this level, as the scope of positive impact expands beyond those involved in an immediate sensitive or tense situation, the degree of effort spent to address the difficult interaction is significant considering the time and energy you invested in others.

Example/Context

The team leader made arrangements to meet with her team to explain a new policy change that would likely create dissatisfaction for some clients and in turn affect their working relationships with team members. In preparation, she reflected on the team’s possible responses and concerns. During the meeting, she clearly explained the policy change and encouraged open discussion. When some of the team members started to voice their frustrations and the discussion got heated, the team leader calmly addressed their negative feedback and addressed concerns to ensure they understood the corporate direction. The team members were most concerned that there would be a lot of dissatisfied and frustrated clients for them to deal with. They felt it would be a challenge to maintain good working relationships with clients once the change was implemented. The team leader embraced the opportunity to help her team understand how to prepare for any difficult conversations they would be faced with. She emphasized the importance of remaining calm and professional when addressing the client’s negative reactions. She shared examples of approaches she had used in similar tense situations and engaged the team in role plays to demonstrate good techniques. She also explained to her team the tools that are available on the National Conflict Resolution website that can help them prepare and engage in a productive conversation with their clients. She ended the meeting by recommending they take advantage of guidance and support provided as part of the policy change, to help them deal effectively with the complaints that arose and reduce the impact on their clients.

In other words, you may:

• act on opportunities to help and support employees to deal positively with difficult interactions;
• develop and put in place strategies and resources that help others to prepare and use their abilities to deal with interpersonal challenges in the workplace;
• seek to improve how members of your organization respond to sensitive and tense situations;
• implement initiatives to optimize the professionalism displayed by employees during difficult interactions.

At this level, the behaviour is strategic and is affecting a group of people in the working environment. The degree of effort and amount of time spent to address the sensitive or tense situation is very high and the scope of positive impact is very broad.

Example/Context

The team leader made arrangements to meet with her team to explain a new policy change that would likely create dissatisfaction for some clients and in turn affect their working relationship with team members. In preparation, she reflected on the team’s possible responses and concerns. During the meeting, she clearly explained the policy change and encouraged open discussion. When some of the team members started to voice their frustrations and the discussion got heated, the team leader calmly addressed their negative feedback and addressed concerns to ensure they understood the corporate direction. The team members were most concerned that there would be a lot of dissatisfied and frustrated clients for them to deal with. They felt it would be a challenge to maintain good working relationships with clients once the change was implemented. The team leader embraced the opportunity to help her team understand how to prepare for any difficult conversations they would be faced with. She emphasized the importance of remaining calm and professional when addressing the client’s negative reactions. She shared examples of approaches she had used in similar tense situations and engaged the team in role plays to demonstrate good techniques.

She realized this was the first of many policy changes that would take place as part of government initiatives. Having experienced the frustrations and concerns of her own team, she recognized the need for an action plan for the broader organization to deal with the fall out of policy change. She devoted significant time and effort to developing a training tool for the workplace with a focus on useful techniques to be used in different sensitive or tense situations. With her Director’s endorsement, she created a committee to facilitate the use of resources and to provide on-going support for those dealing with difficult interactions. It was recognized by everyone that her actions were instrumental in enabling employees to deal more effectively with clients, and preserve good working relationships.