Hi all,
I am working in an IT firm. We are a group of three, including our head who sits next to me. Basically, the three of us share a single cabin.
Often, my colleague behaves as described below:
1) She asks me to make calls. For example, if she wants something from the canteen, she asks me to ask for it from the cafeteria guy. Although I suggest she make the call herself, she insists by saying, "Please, I'm doing something very important, so please do it for me." Since she is my colleague, you all must be aware that we share some office gossip and family discussions.
Returning to the topic, she has a phone beside her table but never uses it, saying, "Please, if you have a phone, can you make the call?" This is her daily routine. Sometimes I help her, sometimes I resist and ignore. My problem is that my head is sitting beside both of us. How should I respond in this situation?
2) She often asks me to do her unimportant work, like stapling materials or handouts, sending mailers on her behalf, and other tasks she considers a waste of her time. She wants to focus on more important tasks. I am the type of person who does not depend on others for my work. I complete my responsibilities on my own, but she tries to delegate unnecessary work to me.
3) Many times, our boss has indirectly pointed out that she always gets her work done through me, but she smiles and thanks me. She never gives me the opportunity to ask for any favors, always appearing busy.
4) Saturday working is another issue for her. If it's my work, I don't have any problem with coming in on a Saturday. However, she tries to skip it and asks our head to assign her work to me, claiming she has other important tasks at home or is unwell.
I think I have tried my best to explain the dilemma I am going through. It would be greatly appreciated if you could provide some solutions or advice on how to handle these situations.
Please keep in mind that we have a common boss sitting next to us, sharing the same cabin.
From India, New Delhi
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2I am working in an IT firm. We are a group of three, including our head who sits next to me. Basically, the three of us share a single cabin.
Often, my colleague behaves as described below:
1) She asks me to make calls. For example, if she wants something from the canteen, she asks me to ask for it from the cafeteria guy. Although I suggest she make the call herself, she insists by saying, "Please, I'm doing something very important, so please do it for me." Since she is my colleague, you all must be aware that we share some office gossip and family discussions.
Returning to the topic, she has a phone beside her table but never uses it, saying, "Please, if you have a phone, can you make the call?" This is her daily routine. Sometimes I help her, sometimes I resist and ignore. My problem is that my head is sitting beside both of us. How should I respond in this situation?
2) She often asks me to do her unimportant work, like stapling materials or handouts, sending mailers on her behalf, and other tasks she considers a waste of her time. She wants to focus on more important tasks. I am the type of person who does not depend on others for my work. I complete my responsibilities on my own, but she tries to delegate unnecessary work to me.
3) Many times, our boss has indirectly pointed out that she always gets her work done through me, but she smiles and thanks me. She never gives me the opportunity to ask for any favors, always appearing busy.
4) Saturday working is another issue for her. If it's my work, I don't have any problem with coming in on a Saturday. However, she tries to skip it and asks our head to assign her work to me, claiming she has other important tasks at home or is unwell.
I think I have tried my best to explain the dilemma I am going through. It would be greatly appreciated if you could provide some solutions or advice on how to handle these situations.
Please keep in mind that we have a common boss sitting next to us, sharing the same cabin.
From India, New Delhi
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Hi dear,
The way you have described your problem shows that you are really facing a problem and getting frustrated and irritated. Don't worry about your boss. As you have said that you have a common boss, and they have also indirectly warned her not to delegate her work to you, that shows that your boss is in your favor.
To my mind, you should discuss the same with her and simply say 'NO' if she asks to do unnecessary work. Helping colleagues is different, and the way she is behaving is different. Some people are there who want to show that they are smart, but in reality, they are totally empty inside. I would say one sentence, "BE PROFESSIONAL, keep aside your personal relation with her and say 'NO' if you really think that she is irritating you. Sometimes we have to learn to say 'NO.'
Regards, Chaitali
From India, Vadodara
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The way you have described your problem shows that you are really facing a problem and getting frustrated and irritated. Don't worry about your boss. As you have said that you have a common boss, and they have also indirectly warned her not to delegate her work to you, that shows that your boss is in your favor.
To my mind, you should discuss the same with her and simply say 'NO' if she asks to do unnecessary work. Helping colleagues is different, and the way she is behaving is different. Some people are there who want to show that they are smart, but in reality, they are totally empty inside. I would say one sentence, "BE PROFESSIONAL, keep aside your personal relation with her and say 'NO' if you really think that she is irritating you. Sometimes we have to learn to say 'NO.'
Regards, Chaitali
From India, Vadodara
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Hi,
I faced the same problem. You know what I did? I just laid back and brought my performance to the bare minimum. I kept on creating crises if there were none. I made my boss and colleagues run around and made them do all the firefighting.
Now the situation is that my head's complaints have reached the top, and management has called her in to inquire why there is a sudden drop in performance and why she is finding it difficult to firefight.
Meanwhile, I created my own league of loyal friends and colleagues in other departments. I never told them my problems but made a point to convey that I am unable to perform because of another HR colleague. I suggested that if I was allowed to perform well, then I could have solved a particular problem they had. I sometimes gave them tips on how to get things done.
I did this, and now I have managed to get one of my colleagues out of the company.
Play with the mind, be like an undercurrent. Create problems, but stay behind the curtain.
From India, Mumbai
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I faced the same problem. You know what I did? I just laid back and brought my performance to the bare minimum. I kept on creating crises if there were none. I made my boss and colleagues run around and made them do all the firefighting.
Now the situation is that my head's complaints have reached the top, and management has called her in to inquire why there is a sudden drop in performance and why she is finding it difficult to firefight.
Meanwhile, I created my own league of loyal friends and colleagues in other departments. I never told them my problems but made a point to convey that I am unable to perform because of another HR colleague. I suggested that if I was allowed to perform well, then I could have solved a particular problem they had. I sometimes gave them tips on how to get things done.
I did this, and now I have managed to get one of my colleagues out of the company.
Play with the mind, be like an undercurrent. Create problems, but stay behind the curtain.
From India, Mumbai
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Dear,
I feel that there are emotional imbalances with your feelings. You can overcome them.
IF YOU RESIST ANYTHING, IT WILL PERSIST.
OPPOSITE VALUES ARE COMPLEMENTARY. ACCEPT THE PERSON AND CIRCUMSTANCES AS THEY ARE.
Please go through the above; it will relieve your stress.
Regards
From India, Bangalore
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I feel that there are emotional imbalances with your feelings. You can overcome them.
IF YOU RESIST ANYTHING, IT WILL PERSIST.
OPPOSITE VALUES ARE COMPLEMENTARY. ACCEPT THE PERSON AND CIRCUMSTANCES AS THEY ARE.
Please go through the above; it will relieve your stress.
Regards
From India, Bangalore
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Hi Chaitali,
Thank you very much. Yes, I agree I should be able to say "no" to her. This is the only option I have. I know I have to say "no," but can you please shed some light on what manner I should say so?
Regards,
Niti
From India, New Delhi
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Thank you very much. Yes, I agree I should be able to say "no" to her. This is the only option I have. I know I have to say "no," but can you please shed some light on what manner I should say so?
Regards,
Niti
From India, New Delhi
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Hi Vaidhee,
Very rightly said, "IF YOU RESIST ANYTHING, IT WILL PERSIST." I was trying to avoid saying "no" to her, but now I can't take this situation anymore. So, I have to take a step ahead. Let's see what happens. Tomorrow, I will follow through with this and will tell you guys how things are working now.
I hope this helps!
From India, New Delhi
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Very rightly said, "IF YOU RESIST ANYTHING, IT WILL PERSIST." I was trying to avoid saying "no" to her, but now I can't take this situation anymore. So, I have to take a step ahead. Let's see what happens. Tomorrow, I will follow through with this and will tell you guys how things are working now.
I hope this helps!
From India, New Delhi
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Hello Niti:
I agree I should be able to say "no" to her...this is the only option I have. I know I have to say "no"...but can you please throw some light on what manner I should say so...
Just say "No, you'll have to do it yourself" and do not say anything else. You don't have to justify your refusal. Ignore her when she begins pleading with you. You may have to do this numerous times until she realizes she can no longer control you.
Bob
From United States, Chelsea
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I agree I should be able to say "no" to her...this is the only option I have. I know I have to say "no"...but can you please throw some light on what manner I should say so...
Just say "No, you'll have to do it yourself" and do not say anything else. You don't have to justify your refusal. Ignore her when she begins pleading with you. You may have to do this numerous times until she realizes she can no longer control you.
Bob
From United States, Chelsea
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Hi Niti,
See depends on the situation take action, see these 5 formulas will work out…
1) Some times say, “No” diplomatically.
2) If she says, plzzzzzz I have some urgent work. You say, I too have some urgent work, if i spare my time on this work my work will get pending so I cannot plzzzzzzzzzz don’t feel bad other wise plzzzzzzzzzz plzzzzzzz ok plzzzzzzzz. (Your acting should be over acting... OK)
3) If she assign you the work on the day (e.g: Saturday), accept but don’t do it. Next day if she asks, tell her Hoooo!!!!!! Sorry I was totally busy in my work and I could not do your work. Plzzzzzzzzzz sorryyyyyyyy plzzzzzzzzzzzz. (Your face impression should inform her…… she had been fooled by you).
4) Start assigning your work to her (I know you are doing all your work on your own, as said above) more than she assigned you till now. Hear your intention is not get work done by her……. But…….. But……. To “Irritate her”. Hear while assigning repeatedly use the word sorry, pls and all…….
5) Formula is ‘Like Cures Like’. How she behave you also start behaving like that only even I would say some times more than her. She is requesting you also request……. So that nothing scene should be created…..
Regards,
Arvind
From India, Bangalore
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See depends on the situation take action, see these 5 formulas will work out…
1) Some times say, “No” diplomatically.
2) If she says, plzzzzzz I have some urgent work. You say, I too have some urgent work, if i spare my time on this work my work will get pending so I cannot plzzzzzzzzzz don’t feel bad other wise plzzzzzzzzzz plzzzzzzz ok plzzzzzzzz. (Your acting should be over acting... OK)
3) If she assign you the work on the day (e.g: Saturday), accept but don’t do it. Next day if she asks, tell her Hoooo!!!!!! Sorry I was totally busy in my work and I could not do your work. Plzzzzzzzzzz sorryyyyyyyy plzzzzzzzzzzzz. (Your face impression should inform her…… she had been fooled by you).
4) Start assigning your work to her (I know you are doing all your work on your own, as said above) more than she assigned you till now. Hear your intention is not get work done by her……. But…….. But……. To “Irritate her”. Hear while assigning repeatedly use the word sorry, pls and all…….
5) Formula is ‘Like Cures Like’. How she behave you also start behaving like that only even I would say some times more than her. She is requesting you also request……. So that nothing scene should be created…..
Regards,
Arvind
From India, Bangalore
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V.practical solution given by Arvind...with dialogues too... :) i.e how to react... Niti: I guess this would definitely work.. Regards, Chaitali.......
From India, Vadodara
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From India, Vadodara
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Certainly! Here is the corrected text with proper spelling, grammar, punctuation, and paragraph formatting:
---
Please read!! It would be beneficial.
What exactly is The Art of Saying No?
A lot of people just don't like the idea of having to tell people they can't do something. Or they feel obligated when a colleague asks a favor, or feel pressured when someone senior to them needs something done.
There are even some workplaces where saying no is definitely frowned upon, and in, say, the police force, could be a sackable or disciplinary offense.
After having worked for some time with people where saying no either feels impossible or just isn't allowed, we created a body of work to address it. In some cases, it is indeed, how to say no without ever saying the word.
Of course, there are times when saying the 'n' word is a necessity. But in our experience, there is so much anxiety around the possible consequences of using it, that people don't say anything at all, or agree to things they'd rather not, or get landed with work that isn't theirs and so on.
That can't be good for anyone, but especially the person who finds themselves staying late at the end of the day to get their own work done after they've finished everyone else's; or who swallows their resentment when they are 'volunteered' for something they don't want to do; or who quakes at the idea of having to be a bit tougher with a supplier or even someone they manage.
This is one issue we have felt so passionately about that we even wrote a book that deals with it:
The Nice Factor Book (Are you too Nice for your own good?)
This document is going to focus on one aspect of that book, which is about how to say no in a way that's manageable, deals with the difficult feelings, and actually might be some fun. For a more in-depth look, do have a peek at the book.
It's Not Assertiveness
Impact Factory has been running programs on The Art of Saying No for nearly seven years, and we are often asked what the difference is between our work and assertiveness training. The reason we've been asked this is that assertiveness training has been around for some time, and people wonder if this art of saying no business isn't just more of the same.
Well, no it isn't, and here's why.
We believe the very term 'assertiveness' is limiting. For instance, people say you should be assertive rather than aggressive, as if assertiveness is the only way to deal with a difficult situation. It isn't. If you are being attacked or abused, then aggressively fighting back may well be an appropriate thing to do. The key word here is appropriate.
So yes, aggressiveness may be appropriate, assertiveness may be appropriate, but there's a greater range of choice of behavior than those two types that could be equally appropriate.
Before we discuss them, though, we want to talk about some of the things that happen to people when what they think and feel is different from what they do.
Many 'unassertive' people recognize that their pattern of behavior is to be nice or compliant for far longer than they really want to until they reach the point of no longer being able to hold it in; then they explode nastily and inappropriately all over whoever happens to be around.
There are three ways this 'explosion' can happen. The first is that the rage happens inside the head and remains unexpressed. The second is that it is inappropriately expressed, and someone not involved, like a work colleague or secretary or even a bus conductor, becomes the recipient. The third is properly directed at the 'offending party' but is out of all proportion to the probably small, but nonetheless final-straw-event that unleashes it.
Not Nice Not Nasty
This leaves people with the impression that there are only two states or behaviors they can do: Nice or Nasty. When, in fact, they have forgotten a whole range of behavior that lies between Nice and Nasty that can be termed Not-Nice (or even Not-Nasty).
What we've seen with assertiveness is that it is often seen as a single form of behavior: just say no, stand your ground, be a broken record - all quite difficult if you are truly unassertive, or in our jargon - simply too nice for your own good. The concept of asserting yourself, (getting your voice heard, being understood, being taken into account, getting your own way) needs to be broadened to include all forms of behavior. It can include humor, submission, irresponsibility, manipulation, playfulness, aggressiveness, etc.
The key point here is that the behavior - nice, not-nice, nasty - is chosen. We emphasize the word key because until people are able to choose behavior that's free from the limiting effects of their fear of possible consequences, they will not be able to act no matter how well they are taught to be assertive. They will still feel overwhelmed in difficult situations.
Managing Feelings
It needs to be acknowledged that the strong feelings associated with changing behavior are real and valid. Once people do that, then these (usually difficult) feelings can be looked upon as a good thing, a sign that something new is happening. At this point, people can start to 'choose' to have these feelings rather than having to endure them or trying to pretend they are not happening.
The idea of choice is very important. If people feel they have real choice about how they behave, they start to realize that it can be OK to put up with something they don't like. They can choose it because they want to; it is to their advantage. They then avoid the disempowering tyranny of always having to assert themselves. (Which is almost as bad as feeling you always have to be compliant or nice.)
Many people think that in order to be assertive, you need to ignore what you are feeling and just 'stand your ground'. In fact, you ignore those feelings at your peril.
Often the magnitude of peoples' feelings is way out of proportion to what the situation warrants. They may well reflect a previous difficult event more accurately. But because that previous difficulty was so difficult, it feels as though every similar situation will be the same.
It is only by beginning to experience and understand how crippling these feelings can be that people can start to do anything about changing their behavior. Many people know what they could say; they know what they could do. Most 'unassertive' people have conversations in their heads about how to resolve a conflict they're in; but still, their mouths say 'yes', while their heads say 'no'. Knowing what to do or say is not the issue here.
Therefore, in looking at practicing 'the art of saying no', it is wise to broaden the brief so that it isn't about becoming more assertive; rather it's about changing your behavior to fit the circumstances.
While in many circumstances assertiveness can be a straightjacket of its own (often creating resistance and resentment), the full lexicon of behavior can be freeing because there is choice in the matter. Using charm, humor, telling the truth or even deliberate manipulation may well get you what you want without having to attempt behavior that may go against your personality.
If you add a dash of fun or mischief, The Art of Saying No becomes a doable prospect, rather than another difficult mountain to climb.
Saying No
Here are some pointers of what could make it easier to say 'no'.
If you're saying something serious, notice whether you smile or not. Smiling gives a mixed message and weakens the impact of what you're saying.
If someone comes over to your desk and you want to appear more in charge, stand up. This also works when you're on the phone. Standing puts you on even eye level and creates a psychological advantage.
If someone sits down and starts talking to you about what they want, avoid encouraging body language, such as nods and ahas. Keep your body language as still as possible.
Avoid asking questions that would indicate you're interested (such as, 'When do you need it by?' or 'Does it really have to be done by this afternoon?' etc.)
It's all right to interrupt! A favorite technique of ours is to say something along the lines of, 'I'm really sorry; I'm going to interrupt you.' Then use whatever tool fits the situation. If you let someone have their whole say without interrupting, they could get the impression you're interested and willing. All the while they get no message to the contrary, they will think you're on board with their plan (to get you to do whatever...)
Pre-empt. As soon as you see someone bearing down on you (and your heart sinks because you know they're going to ask for something), let them know you know: 'Hi there! I know what you want. You're going to ask me to finish the Henderson report. Wish I could help you out, but I just can't.'
Pre-empt two. Meetings are a great place to get landed with work you don't want. You can see it coming. So to avoid the inevitable, pre-empt, 'I need to let everyone know right at the top that I can't fit anything else into my schedule for the next two weeks (or whatever).'
Any of these little tips can help you feel more confident and will support your new behavior. For that's what this is: If you're someone whom others know they can take advantage of (they may not even be doing it on purpose, you're just an easy mark!) you need to indicate by what you do that things have changed.
Here's an Analogy we use in The Nice Factor Book:
Let's say you're a burglar. There's a row of identical houses, and you're thinking of having a go at five of them. The first house has
From India, Bangalore
Acknowledge(0)Amend(0)
---
Please read!! It would be beneficial.
What exactly is The Art of Saying No?
A lot of people just don't like the idea of having to tell people they can't do something. Or they feel obligated when a colleague asks a favor, or feel pressured when someone senior to them needs something done.
There are even some workplaces where saying no is definitely frowned upon, and in, say, the police force, could be a sackable or disciplinary offense.
After having worked for some time with people where saying no either feels impossible or just isn't allowed, we created a body of work to address it. In some cases, it is indeed, how to say no without ever saying the word.
Of course, there are times when saying the 'n' word is a necessity. But in our experience, there is so much anxiety around the possible consequences of using it, that people don't say anything at all, or agree to things they'd rather not, or get landed with work that isn't theirs and so on.
That can't be good for anyone, but especially the person who finds themselves staying late at the end of the day to get their own work done after they've finished everyone else's; or who swallows their resentment when they are 'volunteered' for something they don't want to do; or who quakes at the idea of having to be a bit tougher with a supplier or even someone they manage.
This is one issue we have felt so passionately about that we even wrote a book that deals with it:
The Nice Factor Book (Are you too Nice for your own good?)
This document is going to focus on one aspect of that book, which is about how to say no in a way that's manageable, deals with the difficult feelings, and actually might be some fun. For a more in-depth look, do have a peek at the book.
It's Not Assertiveness
Impact Factory has been running programs on The Art of Saying No for nearly seven years, and we are often asked what the difference is between our work and assertiveness training. The reason we've been asked this is that assertiveness training has been around for some time, and people wonder if this art of saying no business isn't just more of the same.
Well, no it isn't, and here's why.
We believe the very term 'assertiveness' is limiting. For instance, people say you should be assertive rather than aggressive, as if assertiveness is the only way to deal with a difficult situation. It isn't. If you are being attacked or abused, then aggressively fighting back may well be an appropriate thing to do. The key word here is appropriate.
So yes, aggressiveness may be appropriate, assertiveness may be appropriate, but there's a greater range of choice of behavior than those two types that could be equally appropriate.
Before we discuss them, though, we want to talk about some of the things that happen to people when what they think and feel is different from what they do.
Many 'unassertive' people recognize that their pattern of behavior is to be nice or compliant for far longer than they really want to until they reach the point of no longer being able to hold it in; then they explode nastily and inappropriately all over whoever happens to be around.
There are three ways this 'explosion' can happen. The first is that the rage happens inside the head and remains unexpressed. The second is that it is inappropriately expressed, and someone not involved, like a work colleague or secretary or even a bus conductor, becomes the recipient. The third is properly directed at the 'offending party' but is out of all proportion to the probably small, but nonetheless final-straw-event that unleashes it.
Not Nice Not Nasty
This leaves people with the impression that there are only two states or behaviors they can do: Nice or Nasty. When, in fact, they have forgotten a whole range of behavior that lies between Nice and Nasty that can be termed Not-Nice (or even Not-Nasty).
What we've seen with assertiveness is that it is often seen as a single form of behavior: just say no, stand your ground, be a broken record - all quite difficult if you are truly unassertive, or in our jargon - simply too nice for your own good. The concept of asserting yourself, (getting your voice heard, being understood, being taken into account, getting your own way) needs to be broadened to include all forms of behavior. It can include humor, submission, irresponsibility, manipulation, playfulness, aggressiveness, etc.
The key point here is that the behavior - nice, not-nice, nasty - is chosen. We emphasize the word key because until people are able to choose behavior that's free from the limiting effects of their fear of possible consequences, they will not be able to act no matter how well they are taught to be assertive. They will still feel overwhelmed in difficult situations.
Managing Feelings
It needs to be acknowledged that the strong feelings associated with changing behavior are real and valid. Once people do that, then these (usually difficult) feelings can be looked upon as a good thing, a sign that something new is happening. At this point, people can start to 'choose' to have these feelings rather than having to endure them or trying to pretend they are not happening.
The idea of choice is very important. If people feel they have real choice about how they behave, they start to realize that it can be OK to put up with something they don't like. They can choose it because they want to; it is to their advantage. They then avoid the disempowering tyranny of always having to assert themselves. (Which is almost as bad as feeling you always have to be compliant or nice.)
Many people think that in order to be assertive, you need to ignore what you are feeling and just 'stand your ground'. In fact, you ignore those feelings at your peril.
Often the magnitude of peoples' feelings is way out of proportion to what the situation warrants. They may well reflect a previous difficult event more accurately. But because that previous difficulty was so difficult, it feels as though every similar situation will be the same.
It is only by beginning to experience and understand how crippling these feelings can be that people can start to do anything about changing their behavior. Many people know what they could say; they know what they could do. Most 'unassertive' people have conversations in their heads about how to resolve a conflict they're in; but still, their mouths say 'yes', while their heads say 'no'. Knowing what to do or say is not the issue here.
Therefore, in looking at practicing 'the art of saying no', it is wise to broaden the brief so that it isn't about becoming more assertive; rather it's about changing your behavior to fit the circumstances.
While in many circumstances assertiveness can be a straightjacket of its own (often creating resistance and resentment), the full lexicon of behavior can be freeing because there is choice in the matter. Using charm, humor, telling the truth or even deliberate manipulation may well get you what you want without having to attempt behavior that may go against your personality.
If you add a dash of fun or mischief, The Art of Saying No becomes a doable prospect, rather than another difficult mountain to climb.
Saying No
Here are some pointers of what could make it easier to say 'no'.
If you're saying something serious, notice whether you smile or not. Smiling gives a mixed message and weakens the impact of what you're saying.
If someone comes over to your desk and you want to appear more in charge, stand up. This also works when you're on the phone. Standing puts you on even eye level and creates a psychological advantage.
If someone sits down and starts talking to you about what they want, avoid encouraging body language, such as nods and ahas. Keep your body language as still as possible.
Avoid asking questions that would indicate you're interested (such as, 'When do you need it by?' or 'Does it really have to be done by this afternoon?' etc.)
It's all right to interrupt! A favorite technique of ours is to say something along the lines of, 'I'm really sorry; I'm going to interrupt you.' Then use whatever tool fits the situation. If you let someone have their whole say without interrupting, they could get the impression you're interested and willing. All the while they get no message to the contrary, they will think you're on board with their plan (to get you to do whatever...)
Pre-empt. As soon as you see someone bearing down on you (and your heart sinks because you know they're going to ask for something), let them know you know: 'Hi there! I know what you want. You're going to ask me to finish the Henderson report. Wish I could help you out, but I just can't.'
Pre-empt two. Meetings are a great place to get landed with work you don't want. You can see it coming. So to avoid the inevitable, pre-empt, 'I need to let everyone know right at the top that I can't fit anything else into my schedule for the next two weeks (or whatever).'
Any of these little tips can help you feel more confident and will support your new behavior. For that's what this is: If you're someone whom others know they can take advantage of (they may not even be doing it on purpose, you're just an easy mark!) you need to indicate by what you do that things have changed.
Here's an Analogy we use in The Nice Factor Book:
Let's say you're a burglar. There's a row of identical houses, and you're thinking of having a go at five of them. The first house has
From India, Bangalore
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Conflict Resolution & the Project Manager.pdf
Conflict Resolution.ppt