© Te' a Wright
Delivering Bad
News Tactfully & Effectively
I reject any religious doctrine that does not appeal to reason and is in
conflict with morality. ~ Mahatma Gandhi.
For me, this goes for any and all doctrines that deal with the
humanistic aspects of what is right and wrong.
Because
a case study focuses on a descriptive or explanatory analysis of a person,
group or event, it is important [in this particular study] to focus not
necessarily on the initial or observational aspects of the seemingly disturbed
subject but on the internal and unconscious aspects of why the subject is
behaving the way he or she is [in their work performance]. I will talk about the case study involving a
troubled and disgruntled employee, because this will explain my approach to him
or her, the employee's response towards my approach, and my overall conflict
resolutions techniques.
The way I would
approach this employee is probably the most important of the three things I
will talk about. The reason for this is
because I often use this particular expression: "You never get a second
chance to make a first impression."
The reason for this is because a person may have met another person [on
a kind and gentle level like in the form of a greeting], but on a more intense,
unappealing, idealistic, and anger-fueled level, that is when one truly meets a
person for the first time because now they know an important aspect: what makes
that person angry? So, as a manager who
is over this particular employee, I would use a communication style as if I had
just met him or her for the first time [even though I had known them for a
while]. After that, I would focus the
conversation not as a person blaming another for something they did wrong but
as two people trying to collaborate together in order to resolve a situation
that needs attention because this will allow the subject not to feel like all
fingers are pointed at him or her--not to feel blamed. According to Cahn & Abigail (2007), it
had this to say in regards to conflict and collaboration: "Resolutions to conflicts come about through compromise
and collaboration" (p. 53). This
technique goes perfectly in how I will carefully anticipate his or her response
to me.
His or her
anticipated response to me is very important for a number of reasons which goes
along with my plan of action of dealing with and handling this situation. The reason is because, [with the exception of
this employee's behavior being on purpose without any reason at all], from the
above explanation, the employee should respond in either one of two ways: 1)
the employee will say to themselves, "Wow, someone who is finally not
blaming me for something and talking to me like an actual person that cares, or
2) the employee will give nonverbal cues of not wanted to listen [without
saying a word] because they will feel like I cannot help them which will give
me the impression that the problem is focused outside of the office instead of
in the office. In regards to number two
in terms of how the employee will possibly respond, I will focus my
communication on a more personal level because this will most likely be where
the problem is: example, wife pregnant with first child, dealing with a death
in the family, having financial issues, etc.
At this point, I will focus on accommodating the employee in regards to
his or her personal issues. According to
Hamilton (2011), it states this: "A temporary reduction in conflict is
needed to give time for additional research or information" (p. 89). The reason for this is because this will give
management time to possibly take care of the employee's personal issues or help
him/ her in the regards. Now, what about
the techniques?
Lastly,
the techniques I will use have already been implemented from the beginning of
my initial approach in which the techniques itself focuses on listening,
empathy, and understanding [part of my plan from the start]. To make sure I am listening and understanding
my employee, I will attentively give feedback while asking for clarification of
whatever is said to me by the employee.
In regards to empathy, I will make sure the both of us [the employee and
I] are alone when we are talking and that I am giving a direct style of
communication towards them. Bottom line,
I will ensure I understand my employee in order to [overall] help eliminate all
of the issues the employee has been dealing with so that the employee can get
back on track to performing great and making customers happy. According to Roebuck (2006), this is a
powerful attribute in understanding conflict in general: "Focus on the task and not on another person to keep the
conflict healthy and productive" (p. 277).
It is always about the problem and not the person.
When will right
and wrong be the main focus of holding people accountable for their actions to
ensure righteousness, justice, and fairness?
I have discussed the case study involving an employee, while explaining
my approach, the anticipated employee's response, and my overall conflict
resolutions techniques. With my
approach, the employee's respond to my approach and the techniques used in this
situation, I was able to point out a first-hand expression, two possible
reactions, and listening, empathy, and understanding techniques which would
help the employee and I reach a consensus amongst each other. Everyone deals with issues on a daily basis,
but if we all help each other deal with those issues, this world would be a
better place to live. It is time to
start being a part of the solutions of things instead of being part of the
problem.
References
Cahn, D.D., & Abigail, R.A. (2007). Managing conflict
through communication (4th ed.). Boston, MA: Pearson Education, Inc. ISBN: 978-0-205-68556-1
Hamilton, C.
(2011) Communicating for results: A guide for business and the professionals
(9th ed.). Boston: Wadsworth, Cengage Learning.
Roebuck, D.B. (2006). Improving business
communications skills (4th Ed.). Upper Saddle River, New Jersey: Pearson
Prentice Hall.
