i) Sherman Tank

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Recognizable Components: 
According to Stewart-Kirkby, C (1997), the Sherman Tank needs to be right and will plough over people to prove a point. They are arrogant and will attack not just your idea or project, but you personally as well. • Bullies his/her way to achieve what they want. • Embarrasses co-workers, thinking they’ll gain support of others. • Throws temper tantrums. • Tries to make supervisor (you) feel you’re doing poorly when you’re actually doing well. Fortunecity (unknown). In a meeting, Sherman Tanks are likely to show disinterest in what is being discussed if they are not in support of it. These people will read something else, fidget in their chair and will make it very clear to everyone this topic is a waste of time. They may even interrupt discussion with a statement like "What's next on the agenda?"
Recommended size of group: 
Level of participation: 
low - medium
Potential Pitfalls: 
The bully takes over the meeting and runs is their way.
Level of Difficulty to Facilitate: 
Facilitation skills required
Setting and Materials: 
Resources Needed: 
Pre-Work Required: 

The most important aspect of coping with Sherman Tanks is to stand up for yourself. If you don't, they will see you as a person they don't need to pay any attention to -- you will fade into oblivion as far as they are concerned. If they confront you with yelling or crying, hold your ground and give them time to lose momentum (they will), and then get into the situation. You may have to interrupt Sherman Tanks to get into the conversation because they are not likely to pause to give you the chance. To get their attention, say their name in a loud, clear voice. Try to get your Sherman Tank to sit down because people seated are less likely to be aggressive. Next, present your own point of view, in an assertive fashion, by using phrases such as "In my opinion..."; "I disagree with you..." In this way, you are not telling the Sherman Tank what to do, but rather you are expressing your opinions.
Don't let the balance of power swing to the Sherman Tank. If you give in to the Sherman Tank, whatever was being discussed will be tabled forever and the group's respect will vanish. Suggest to the Sherman Tank that the group feels this item is important (otherwise it wouldn't be on the agenda) and the discussion will continue. Remind Sherman Tanks they can participate in the discussion and present their side of the issue. Once involved in the discussion, the Sherman Tank may become highly argumentative. Remember to control your temper -- if you remain calm, it's likely the rest of the group will too. Try to find merit in one of his/her points, express your agreement and move on to others. If the Sherman Tank makes an incorrect statement, toss it out to the group and let them turn it down.

How flexible is the process?: 
unknown This was found by Marjolein Knol a student at Hanze University of Applied Sciences, Groningen, The Netherlands.
Fortunecity (unknown). Handling difficult people. Retrieved at May 28, 2009 from http://meltingpot.fortunecity.com/virginia/33/difficultPeople.htm Stewart-Kirkby, C (1997), Coping With Problem Behaviour. Retrieved at June 28, 2009 from http://www.omafra.gov.on.ca/english/rural/facts/96-003.htm