Roanoke Times
Copyright (c) 1995, Landmark Communications, Inc.
DATE: SUNDAY, February 12, 1995 TAG: 9502100036
SECTION: BUSINESS PAGE: F2 EDITION: METRO
SOURCE: CAMILLE WRIGHT MILLER
DATELINE: LENGTH: Medium
A: Rachel D. Goodman, a licensed professional counselor, estimates that 10 percent of the adult population has a learning disability; however, less than 4 percent has been identified. The likelihood of an undiagnosed learning disability in an adult employee is excellent. Goodman, a licensed school psychologist in private practice, finds that, when learning disabilities "get in the way of smooth working for a competent employee," there are several ways to improve employee performance.
According to Goodman, learning disabilities encompass "processing difficulties, dyslexia, visual perception disorders, difficulty interpreting nonverbal communication (such as reading facial expressions), math disabilities, and difficulty organizing ideas for expression." All types share the characteristic that the individual has, at minimum, a normal level of intelligence. Individuals with problems in concentrating, organizing and impulsivity may have "adult residual attention deficit disorder."
Goodman suggests that learning disabled employees, even without a formal diagnosis, have learned what works for them. She recommends talking with the employee and asking "what would be helpful, what could be done differently to help improve performance." The answers often resolve the problem.
For example, giving assignments in different ways can help an individual with auditory processing problems. Rather than offering a verbal listing, provide a written list of tasks in order of importance. Goodman also endorses "shifting assignments - give jobs to the employee which fall to the individual's strength."
Employees may also benefit from computers, spell check software and grammar-check software.
Goodman says behaviors indicating a learning disability include "avoidance of particular chores, inefficiency, taking a long time for certain tasks, asking for help and repeated directions, taking a lot of work home, inability to screen out office distractions, and inability in handling stress appropriately." Those clues suggest the need for a diagnostic evaluation, which makes it easier to identify methods to minimize the learning disability.
Your flexibility is key to improving performance.
Q: My manager can't learn our computer system. I'm interrupted several times daily to explain the same thing and am falling behind on my own work.
A: Some folks find it harder to master new information. Maintaining a mask of patience will help the process move more quickly; frustration on the part of the learner slows things even more. Your patience minimizes frustration.
Create "cheat sheets" on index cards. Title each card by task. List the process necessary to complete each task. Before your manager calls on you again, offer the cards. Explain that you've found this helpful and would like to share.
If you're still called on to guide computer functions, take the role of the teacher. Ask what functions have been keyed in and what the desired result is. Ask the manager to identify the next step. If the answer is correct, offer simple praise. If the answer is incorrect, provide the answer. This approach helps one see that a logical thought process can be employed. Additionally, offer to research computer classes in the area.
Finally, if your manager persists in calling on you, the real focus may not be the computer. Your manager may be relying on calls for help as a way of getting attention or spending time with you. If this is the case, remain reserved and distant during your help sessions. A restrained demeanor may speed your manager's learning.
Q: Racial and sexist jokes are occasionally told in my office. I'm uncomfortable about these jokes, but don't want to offend my co-workers.
A: Lectures and formal rebukes seldom work as they put the target on the defensive. You, not the jokes, are then defined as the problem.
Saying "I've never found racial (or sexist) jokes funny" and walking quietly away gets your point across. This may also give co-workers the courage to speak up. You aren't the only worker made uncomfortable by tasteless humor.
Keep in mind that you can't change attitudes, but you do have the right to change offensive behavior. Refusing to participate in the session, and stating why, reduces the likelihood that it will occur near you again.
Few people find humor in jokes which malign any group; there is simply no place for it in the workplace.
by CNB