Problematic behaviour at work

Abstract

This article sets out to describe a model that, in our role of practice facilitators, we have found to be effective in helping team group leaders to reduce problematic behaviour at work. We illustrate the application of the tools and structures comprising the model with examples and consider the underpinning theory. Our methods, which are informed by cognitive behavioural and groupwork theory, have been developed from working as practitioners with individuals and service users in groups over a 15 year period. These methods form the basis for our current work with team group leaders. The article demonstrates how application of the model empowers team group leaders to use their existing managerial skills, knowledge and experience with confidence. It enables them to address problematic behaviour routinely and proactively rather than going down the costly procedural route. As a consequence, this reduces the amount of their time spent on stressful policy and procedure and enables them and their team groups to work towards achieving the aims of the organisation. The tools and structures are equally relevant to anyone involved in running or participating in groups.