How do we apply the principles of Anger Solutions into a busy workplace? How to encourage team spirit and peak performance in the 21st century workplace.

1. Putting Anger Solutions
Philosophy into Practice
in the Workplace

2. WHY WE NEED ANGER SOLUTIONS
 “Organizations lose 8 weeks per year of employee
time due to poor communication, which can and
does lead to:
 Conflict, workplace negativity and stress
 Staff turnover
 Lower productivity
 Poor customer service relationships

3. WORK IN GROUPS!
 If negativity is a
weed, what makes it
grow?
 “There are no bad
people; only bad
systems.” ~ Stephen
Covey

4. CONFLICT IS…
 The belief that if
you get what you
want, I can’t get
what I want
Belief is the basis
of action, which
determines your
outcomes!

5. EXERCISE…
 How can we “re-frame” conflict so that it has
a positive connotation?

6. REVIEW - HOW ANGER AND CONFLICT
DEVELOP:
 Expectation  Experience
 Frustration!!!

7. THE TSA MODEL FOR
EFFECTIVE
COMMUNICATION…
 T: Think – what is
happening? What does
this mean to me? How
should I respond?
 S: Say – I
feel/need/think/want…
because…
 A: Ask – for feedback.
“How do you feel about
what I’ve just said?”

8. AND FOR SUPERVISORS…
 Ask: What is your opinion? How do you see
things progressing? Do you have any
concerns?
 Say: This is what I have observed and
these behaviours communicate…
 Continue: Giving ongoing feedback ~ don’t
wait 1 year until next evaluation!
 Provide Feedback on BEHAVIOUR – not
PERSONALITY! More on this later…

9. IT`S NOT ME!
Who owns
my anger?

10. TAKE RESPONSE-ABILITY!
E+R=O
Event + Response = Outcome
“It is not your conditions but your decisions that determine
your outcomes.”
~ Tony Robbins

11. STRATEGY #1 “STATE YOUR PROBLEM”
 Understand that helping others meet their needs
can help you meet your needs
 Allow the other party to state his/her problem
 Good relationships are the first priority.
 Work to build mutual respect

12. STRATEGY #2
LISTEN: USE EMPATHY
 “I hear what you’re
saying”
 “I can understand why
you’re upset”
 Avoid using “you”
statements
 Believe in innocence
 Engage yourself fully
 Use active listening
skills
 Stay focused
(centered)
 Listen 1st: Talk 2nd

13. STRATEGY #3
LOOK FOR COMMON GROUND
 Establish the “facts” of the case
 Explore options together
 Eliminate the ones that just don’t fit
 Be open to other ideas
 Work towards that which is mutually acceptable

14. STRATEGY #4
SEPARATE THE PERSON FROM THE PROBLEM
 Request changes in behaviour only
 Practice: Change these statements address the problem
rather than the person. (ASC)
 “You’re not interested in serving them/you don’t care.”
 “You are the reason we are not making our stats …”
 “You’re more interested in your personal calls than our clients…”

15. TIME FOR SELF-EVALUATION!
 What are your greatest challenges?
 What are your current strategies?
 What is working?
 What is not working?
 What is the worst thing that could
happen if you try something new?
 What is the best thing that could
happen?
 What options are available to you?

16. WHAT ARE YOUR CLIENTS’ GREATEST
CHALLENGES?
 How can you – as an individual – help your clients
most effectively?
 How can you work together as a TEAM to help your
clients overcome their challenges?
 What have been the KEYS to your success thus
far?

17. HOW COULD ANGER AFFECT MY
WORKPLACE?
Attitude
Opinions
ChoicesResponses
Outcomes

18. STAGES OF TEAM DEVELOPMENT:
FORMING
 The team is assembled and the task is allocated.
 Team members tend to behave independently and
although goodwill may exist they do not know each
other well enough to unconditionally trust one
another.
 Time is spent planning, collecting information and
bonding.

19. STAGES OF TEAM DEVELOPMENT: STORMING
 The team starts to address the task suggesting ideas.
 Different ideas may compete for ascendancy and if
badly managed this phase can be very destructive for
the team.
 Relationships between team members will be made or
broken in this phase and some may never recover.
 In extreme cases the team can become stuck in the
Storming phase.
 If a team is too focused on consensus they may decide
on a plan which is less effective in completing the task
for the sake of the team.
 This carries its own set of problems. It is essential that a
team has strong facilitative leadership in this phase.

20. STAGES OF TEAM DEVELOPMENT:
NORMING
 Moving towards harmonious working practices
with teams agreeing on the rules and values by
which they operate.
 Ideally teams begin to trust themselves during this
phase as they accept the vital contribution of each
member to the team.
 Team leaders step back from the team at this
stage as individual members take greater
responsibility.
 The risk during the Norming stage is that the team
becomes complacent and loses either their
creative edge or the drive that brought them to
this phase.

21. STAGES OF TEAM DEVELOPMENT:
PERFORMING
 An era of high performance.
 Performing teams are identified by high
levels if independence, motivation,
knowledge and competence.
 Decision making is collaborative and
dissent is expected and encouraged as
there will be a high level of respect in the
communication between team members.

22. SUCCESS LEAVES CLUES

23. WHAT SAPS YOUR TEAM ENERGY?
WHAT ZAPS YOUR TEAM ENERGY?
 Do you have a common mission? Does everyone
understand it? Are people passionate? Are the
messages sent to clients consistent?

24. HOW TO ZAP YOUR TEAM
 STEP ONE: Maintain or enhance self-esteem
 STEP TWO: Listen and Respond with empathy
 STEP THREE: Ask for help and encourage
involvement
 STEP FOUR: Offer help without removing
responsibility for action
 STEP FIVE: Share responsibility vs. Control
responsibility

25. TEAMS WORK!
Together
Everyone
Achieves
MORE!