The above interpretation of destructive conflict is an appropriate
description of a given situation where I am to explain how to deliver bad news
tactfully and effectively; following is the scenario: "You are a
department manager in a mid-sized company that provides technology support
services. You have ten employees who are required to maintain a high level of
technical expertise and deliver excellent customer service. One of your
employees, who has been with the company for two years, is performing at a
substandard level and you have received numerous complaints from customers and
coworkers. In addition, this employee has displayed confrontational behavior
which has created a hostile environment. You must now meet with this employee
and deliver an ultimatum regarding the need for immediate improvement or
dismissal." I am to address how to approach the employee, anticipate
the employee's response, and analyze the given conflict resolution techniques I
will use.
This scenario does not convey exactly when the
substandard performance began. I would want to believe it started within recent
months, for I am sure this employee would not have survived the first year with
the company demonstrating poor performance. As an effective leader and
communicator, I need to take this into consideration; what has happened to
cause this employee to digress in their performance and behavior? I need to set an atmosphere that will diffuse
any resistance, defensiveness, or hostility on the employee's part and encourage
collaboration to address and solve the problem. I choose to take an indirect
approach by giving statements of appreciation and/or complementing their strengths
and skills - "this approach softens your audience resistance...and
increases their tendency to see you as fair-minded. It [also] allows you to
spell out your support first..." (Roebuck, 2006). Showing your
subordinates that you care and appreciate them can strengthen your interpersonal
relationships and organizational life with one another (Kreps, 2011). From this
point it is time to confront the employee with the issue.
There is a six step conflict resolution method called the
confrontation process (Cahn & Abigail, 2011) that I will use to help guide me
through the process of confrontation to an appropriate and agreeable solution. The first step is preparation. This is where
the problem is identified. In this stage the Stop, Think, Listen, and
Communicate (S-TLC) process takes place.
Stop – and do not allow
negative emotions cloud reason and behavior to act inappropriately. Think
- about the desired goals or outcome of the situation. Listen
– in order to gain the facts and a true understanding of the problem and Communicate – determine your verbal
approach to address the issue. The next step
is to tell the employee we need to talk. Since I have determined to take the indirect
approach by providing positive and encouraging statements, this should help
ease any anger, hostility, or discomfort of the confrontation. The third step is to confront the employee with the problem. Assertiveness is important at this stage. My
presentation should be firm, serious, precise, but calm; not allowing any offensive
or verbal aggression (preventing negative feelings from the employee) during my
explanation; while assuring effective and clear communication of the issue and
ramification of insubordination are expressed.
The fourth step is where I consider the employee’s point
of view. This stage allows the employee the opportunity to explain and provide
feedback regarding the substandard work and inappropriate behavior. Active
listening skills are essential on my part.
I want and need to fully understand the employee’s position – the how’s
and why’s behind the unsatisfactory behavior – by repeating or paraphrasing
what I understood the employee to have communicated to me. This way we are sure we understand one
another. Even though there may be good reason and explanation for the
substandard work and unfitting behavior, damage has been done and has to be
addressed. The fifth step is to resolve the problem. By this stage, the employee is fully aware of
the problem and the consequences of their actions. Most companies follow some type of corrective
action plan (CAP) to help an employee get back on track before termination. I would inform the employee I will have to
put them on a corrective action plan and explain all pertinent information and
details of the process. Cooperation and
buy-in is needed from the employee. The signing of the CAP documentation
usually provides evidence of this. As a
side note: if there are any personal problems, medical issues, or abnormal
circumstances like substance or physical abuse that caused the digression in
work and behavior, other options may be consider; otherwise, I will continue
with the CAP process. The final step is
to follow up on the solution. CAP’s have performance benchmarks that have to
be met within certain time frames.
According to the plan, I will have a one-on-one with the employee periodically
to provide them with feedback of their performance and so forth. The employee also has the opportunity to ask
any question as well as discuss any concerns.
The employee’s performance will determine the next step of the CAP; to
continue employment (positive improvement) or termination (negative or no improvement). The desired outcome is to assist the employee
in regaining satisfactory performance and reestablishing trust and harmony with
coworkers and customers, in order to recover a cooperative and productive work
environment.
Reference
Cahn, D. D., & Abigail,
R. A. (2011). Managing conflict through communication (4th ed.).
Boston, MA:
Pearson Education, Inc.
Kreps, G.L.
(2011). Communication in organizations. San Diego, CA: Bridgepoint
Education,
Inc.
Roebuck, D. B. (2006). Improving business
communication skills. Upper Saddle River: Pearson Prentice Hall.
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