"If it wasn't for Harry I would have completed this project long ago." Once again you are faced with an employee who is behind schedule because of people he or she characterizes as "obstacles in the way of progress." Inexperienced employees often find it easier to label people rather than analyze the reasons for obstructionist behavior. Using the "story behind the story" technique, you will help these individuals understand that, "not all things are as they first appear." You will also teach them how to accept responsibility for solving complex interpersonal problems.

The next time someone brings you a classical "obstructionist" situation, ask him or her the following questions to get the "story behind the story."

1. What will the other person lose by cooperating with you? Could it be status, power, resources or control? Would it be helpful to address the perceived loss in a way that is non-threatening with this individual? How would you do this? What would you say?

2. Are there higher priorities consuming this person's time? Can you identify alternative approaches and/or resources that would be more acceptable to this individual?

3. How would you characterize your relationship with this person? Friendly, competitive, strained? How would you construct a dialog to address the differences that are getting in the way of this relationship? What would you say to open the discussion?

4. Does this person treat you any differently than other people? If the answer is no, then talk to people who have learned to work with him or her. Ask them what works best and what approaches to avoid. If the answer is yes, then review the other questions in this article.

5. Is this person technically capable of helping you with this project? If not, can you think of someone who is more suitable?

These are only a few of the possible reasons why people appear to be "obstacles in the way of progress." By encouraging employees to explore other possibilities you help them understand the story behind the story.

There are two additional critical elements required for this technique to work. First, you must refrain from taking sides when the situation is first presented to you. Second, the employee must be open to talking the problem through with the perceived obstructionist.

It is inevitable that people in your organization will face situations such as those discussed above throughout their careers. By applying the story behind the story technique you will save these individuals much heartache.

Copyright 2006, Mark J. Campbell. All rights reserved.
Permission to reprint this article is granted, provided you let me know where it is being printed, the copyright is not removed, and the following text accompanies each article:

"Mark Campbell partners with organizations for leadership development. For a complimentary subscription to his newsletter, "Management Challenges," go to www.mjcampbellassoc.com."

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