Silent resentment is something that can produce tangible negative teamwork effects because it is silent and resentment.
Have you talked to your manager or someone who you feel understands how to tactfully deal with people? Sometimes people have no clue how they act around people (however, never ever criticize someone in public - always in private - and always sandwich it (Toastmasters technique) - praise/criticism/another positive thing. Never criticize the person - point out their behavior 'I'd like to tell you..when you come over to my desk and ask me questions when I am working, I don't like that - I find it difficult to work with interruptions - it's not just you - it's everyone. When I have my headphones on, can you send me an IM?'
Here are some possible techniques to try:
Stand-up meetings. Goal is to keep the meeting short. These are clever in that if you have to stand up the meeting will conclude faster - as people get weary of talking on their feet. If they don't get weary, suggest a walking meeting and just keep on increasing the pace (to wear them out)
The walk-back technique. Assuming your teammate has to physically walk to your desk to interrupt you, every time they interrupt you - get up, walk them back to their own desk. This shifts the power - even if he continues the conversation - he or she is not interrupting you in your space - you are 'interrupting' them.
If they are long-winded in a meeting - try the 3 strikes interruption technique. Very effective. When they pause for a breath or don't pause for a breath - ask them 3 rapid-fire closed-ended questions 'Can that use X? Or maybe Z. Will that be able to be done in Z time?' (not that - just an example - context is important)
In these meetings where the fifth comes in late, have a timer - each person can only speak for the duration of the timer.
This one may or not work. If you would prefer that they contact you via IM, IM them when you want to talk to them.
Always be polite when interrupted. State 'I am working on debugging bug XYZ. I'd like to get back to you later'. And use the walk-back technique if you are truly busy. Do not go to the bathroom - unless you want to have the ad-hoc meeting in the bathroom.
If you state the reason why you don't want to be interrupted sometimes they catch on. 'I'd like to talk to you later. I'm busy conferencing with Joe on feature Z.'
If these techniques don't work, you need to ensure the person is made aware of their problem by higher management. Similar to how kids will be more likely to listen to another authority figure than their parents.
Have you talked to your manager or someone who you feel understands how to tactfully deal with people? Sometimes people have no clue how they act around people (however, never ever criticize someone in public - always in private - and always sandwich it (Toastmasters technique) - praise/criticism/another positive thing. Never criticize the person - point out their behavior 'I'd like to tell you..when you come over to my desk and ask me questions when I am working, I don't like that - I find it difficult to work with interruptions - it's not just you - it's everyone. When I have my headphones on, can you send me an IM?'
Here are some possible techniques to try:
Stand-up meetings. Goal is to keep the meeting short. These are clever in that if you have to stand up the meeting will conclude faster - as people get weary of talking on their feet. If they don't get weary, suggest a walking meeting and just keep on increasing the pace (to wear them out)
The walk-back technique. Assuming your teammate has to physically walk to your desk to interrupt you, every time they interrupt you - get up, walk them back to their own desk. This shifts the power - even if he continues the conversation - he or she is not interrupting you in your space - you are 'interrupting' them.
If they are long-winded in a meeting - try the 3 strikes interruption technique. Very effective. When they pause for a breath or don't pause for a breath - ask them 3 rapid-fire closed-ended questions 'Can that use X? Or maybe Z. Will that be able to be done in Z time?' (not that - just an example - context is important)
In these meetings where the fifth comes in late, have a timer - each person can only speak for the duration of the timer.
This one may or not work. If you would prefer that they contact you via IM, IM them when you want to talk to them.
Always be polite when interrupted. State 'I am working on debugging bug XYZ. I'd like to get back to you later'. And use the walk-back technique if you are truly busy. Do not go to the bathroom - unless you want to have the ad-hoc meeting in the bathroom.
If you state the reason why you don't want to be interrupted sometimes they catch on. 'I'd like to talk to you later. I'm busy conferencing with Joe on feature Z.'
If these techniques don't work, you need to ensure the person is made aware of their problem by higher management. Similar to how kids will be more likely to listen to another authority figure than their parents.