the worker give you wrong information and lie to you. how to dead with dishonest person.
Tony YangPM Leader| a manufacturing companyZhongshan, China, Mainland
there is a plan to finish the project, we give the detail how to finish work, but he doesn't follow it, he do what as his thought. let the plan fail and effect the project. when we ask he how that happen, he give you wrong information and lie to you. but there no other people can replace him. so what should you do ? Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
All in this world can be explained by the Newton´s Laws of Universal Movement, mainly the third law usually known as "action-reaction". You have to take a look to it and to undestand it. That´s what I always do in this cases. Putting in other words remember Ortega y Gasset: "it's me and my circumstance"
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1 reply by Tony Yang
Nov 28, 2019 3:44 AM
Tony Yang
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Hi Conte:
you are right, i should to understand that's my circumstance, do my best to the project.
thanks
Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Dear Tony
Interesting your question
Thanks for sharing
What were the consequences for the company (organization)?
At this moment I feel divided
I think the most rational is:
- Find out what happened and the reasons that led to it (taking into account the person's path)
- Better weigh project risks against the people who will carry it out
If you feel all attempts to be made to improve the team member's behavior haven't worked, then removing him might be the best of a bad set of choices as otherwise that is showing weak leadership and you'll send a message to everyone else that low performance is tolerated.
I'd suggest meeting with the sponsor to review the issue - he or she might have the ability to locate a new team member so the team is not short. If nothing comes of that, then treat this as a newly identified constraint to your project which would possibly drive the need for a change request. Get the (rest of) team together to discuss how to compensate for the loss of this team member and if there are going to be impacts to your baseline formalize those in a change request and go through change control.
There is a difference between someone wrong information and lying, so my first comment would be to make sure you know which one it is. If it is a case of someone that is expendable, then as Kiron said, speak to the sponsor. If it is someone untouchable, raise it as a risk and place an assumption that the project or relevant deliverables have a higher chance of success if that person is removed.
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Tony
Kiron’s feedback is spot on. I think your choices are limited at this point and you’re best course of action is to follow what Kiron mentioned.
Maybe before you go to the extreme measure, try to talk to the member and ask him or her why she is doing this. You might be surprised, but sometimes you might get to the root cause by confronting the person in a constructive manner.
Tony,
One thing that I will add to the great advice above is that if you think they are deliberately lying to you, make sure you document your communications with them. Save their emails, and after you have discussions, write down what they said in as much detail as you can. If you must elevate the issue, that will be much better supporting evidence of your claims than your memory.
I had a recent experience where I am confident someone was deliberately lying to me. Once they realized that I was taking careful notes, their behavior changed quickly. They could not later claim, "I never said that." because they knew the response could be, "You said it on this date in this meeting and also in this email that I saved."
That is also not calling them a liar. Stating facts does not say whether the other person intentionally lied, misspoke, or their memory is wrong. Any argument is then limited to the facts of what they said, and avoids your personal perception of what their intent was when saying it.
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1 reply by Tony Yang
Nov 28, 2019 4:10 AM
Tony Yang
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Hi Keith Novak:
thanks for sharing your experience, you are right, we should take care others felling and try to find the best way to solve the problem.
Tony
Saving Changes...
Tony YangPM Leader| a manufacturing companyZhongshan, China, Mainland
Nov 23, 2019 4:19 AM
Replying to Sergio Luis Conte
...
All in this world can be explained by the Newton´s Laws of Universal Movement, mainly the third law usually known as "action-reaction". You have to take a look to it and to undestand it. That´s what I always do in this cases. Putting in other words remember Ortega y Gasset: "it's me and my circumstance"
Hi Conte:
you are right, i should to understand that's my circumstance, do my best to the project.
thanks
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1 reply by Sergio Luis Conte
Nov 28, 2019 5:45 AM
Sergio Luis Conte
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You are welcome. When I stated "you" (because I cited Ortega y Gasset) I tried to refer to the person that you said is laying. The organization must take care on creating the circunstance at the first time then each of us, if we are leading a group, must do the same. People do not behave in a way without a reason. Remember the "action-reaction" . So, my recommendation is trying to understand the environment first without putting all the focus on the people.
Saving Changes...
Tony YangPM Leader| a manufacturing companyZhongshan, China, Mainland
Nov 23, 2019 5:13 AM
Replying to Luis Branco
...
Dear Tony
Interesting your question
Thanks for sharing
What were the consequences for the company (organization)?
At this moment I feel divided
I think the most rational is:
- Find out what happened and the reasons that led to it (taking into account the person's path)
- Better weigh project risks against the people who will carry it out
Hi Branco:
thanks for your suggests. I will try. Saving Changes...
Tony YangPM Leader| a manufacturing companyZhongshan, China, Mainland
Nov 23, 2019 10:06 AM
Replying to Kiron Bondale
...
Tony -
If you feel all attempts to be made to improve the team member's behavior haven't worked, then removing him might be the best of a bad set of choices as otherwise that is showing weak leadership and you'll send a message to everyone else that low performance is tolerated.
I'd suggest meeting with the sponsor to review the issue - he or she might have the ability to locate a new team member so the team is not short. If nothing comes of that, then treat this as a newly identified constraint to your project which would possibly drive the need for a change request. Get the (rest of) team together to discuss how to compensate for the loss of this team member and if there are going to be impacts to your baseline formalize those in a change request and go through change control.
Good luck!
Kiron
Hi Kiron:
thanks for your suggest.
Tony Saving Changes...
Tony YangPM Leader| a manufacturing companyZhongshan, China, Mainland
Nov 23, 2019 11:15 AM
Replying to Sante Delle-Vergini, PhD
...
There is a difference between someone wrong information and lying, so my first comment would be to make sure you know which one it is. If it is a case of someone that is expendable, then as Kiron said, speak to the sponsor. If it is someone untouchable, raise it as a risk and place an assumption that the project or relevant deliverables have a higher chance of success if that person is removed.
Hi Sante:
thanks for your suggest.
Tony Saving Changes...
"This planet has - or rather had - a problem, which was this: most of the people living on it were unhappy for pretty much of the time. Many solutions were suggested for this problem, but most of these were largely concerned with the movements of small green pieces of paper, which is odd because on the whole it wasn't the small green pieces of paper that were unhappy."
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