When managing others, the objective is to relate to them in their current quadrant while helping those who are not already there move to the upper-right quadrant.
Experience shows that the most effective way to increase a personís task maturity is to give him a challenging task and be available to provide guidance, but avoid the temptation to rescue unless a catastrophic error threatens. This does not mean the removal of reporting and controls, but it does proscribe micromanagement. Tell him what you want, not how.
At low levels of relationship maturity, the individual effectively perform independently because his self-worth is tied to othersí opinion of his work. He may be very needy when on task, may procrastinate or engage in avoidance behavior, and will almost certainly take negative feedback personally. Mr. Humphrey cites an example of an electrical engineer who, although well trained, responded to assignments by attempting to prove why they could not be completed.
A person operating at a high level of relationship maturity can separate criticism of his work from criticism of him. He will be able to approach new assignments without fearing their outcome. He will be able to work independently, not requiring routine feedback on work well within his capability.
Situations where teachers, supervisors and managers complain about someoneís attitude should be examined for relationship immaturity.
Last modified Monday, 14-Jul-2014 16:38:19 EDT
The matrix on this page is from the above cited book.
All contents not otherwise identified copyright © 2001 Stephen Rojak. All rights reserved.