5. Repeat this process daily for at least 5 days — unless of course you complete task before then.

6. If job still isn’t done by now, you certainly know why it isn’t done and/or what resources you need to do it. Decide whether or not you will actually do task.

7. Do it, ditch it, or delegate it appropriately.

This works because procrastination is often a sign of ambivalence. Part of you does want or needs to do task, but another part of you, usually a silent part, does not want to do it.

Giving resistant part of you a chance to speak, as well as acknowledging that you have power to complete task when you are ready resolves impasse.

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Permissions:

You may publish this article free of charge in your ezine, web site, ebook or print publication so long as copyright notice and resource paragraph (at end of article) are included.

Laurie Weiss, Ph.D. Email: media@laurieweiss.com

Copyright 2004 Laurie Weiss, Ph.D.

Instead of seeing manager as just another person whose job happens to be to give others instructions about how to do their jobs, Angeliques of world see managers differently. They see managers as enemies with whom they need to struggle to prove that they are independent and autonomous.

Supervisors at work, and significant others in private life, are prime targets for their need to establish their independence by repeatedly creating and resolving power struggles.

Creating Appropriate Limits

Angelique had managed to create a power struggle with Ellen; and Ellen, like many forward thinking managers, was confused about what to do. Although she did not want to be Angelique’s parent, she did need to provide firm, matter-of-fact consequences for any team member who ignored important rules.

When Angelique experiences this discipline she can decide whether or not to give up struggle and act like a mature adult in workplace. Whether Ellen likes it or not, she probably can’t help Angelique become a productive member of unit without providing these consequences.

Ellen confirmed that this was probably necessary. She knows that Angelique grew up in a wealthy, overindulgent family and that Angelique’s father purchased a house for her to live in, and she has few financial responsibilities. Ellen noted, “She has trouble setting appropriate limits for some of patients she works with, too. Is this another sign of her need for limits?”

Once situation becomes clear, Ellen created a plan. She decided to warn Angelique that if she does not follow unit’s guidelines about working hours and appropriate notification, this month, she will have to punch time clock next month, and will have written notice warning her of termination placed in her file. “If she does not follow procedures with time clock, she will then be terminated.”

Ellen was relieved. “I want to get out of power struggle and supervise her appropriately. She is certainly intelligent enough to keep her job if she wants it.”

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Permissions:

You may publish this article free of charge in your ezine, web site, ebook or print publication so long as copyright notice and resource paragraph (at end of article) are included.

Laurie Weiss, Ph.D. Email: media@laurieweiss.com Copyright 2004 Laurie Weiss, Ph.D.