Delivering Bad News in a Tactful and Effective Manner
Managing conflict in the business arena can be confusing and complicated. The following case study outlines the work situation and the issues at hand. The proposed solution follows, with illustrations of scenarios that may or may not play out. The hope is to solve this workplace conflict with little or no escalation, in an effective and calm management style.
The Problem:
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.
The Proposed Solution:
This work situation requires a confrontation which is a conflict process where certain issues are addressed. Though often viewed as negative and/or aggressive, this confrontation will have underlying collaborative efforts not only to help diffuse the emotions of this employee, but to help engage efforts that will resolve, rather than escalate the situation. Focusing on the cause of the problem and how to solve it, in a non-hostile fashion will be a primary concern. First, the employee will be called into a private meeting after having been given advance notice. Then, the issues at hand will be discussed in a direct manner. The communication will include three things that require change: That the performance is substandard, that there are numerous complaints from customers and co-workers, and that the confrontational behavior is unacceptable. Since this is a point where the conflict may escalate, considering the other person’s point of view by listening, empathizing, and responding in an understanding way, can reduce the chance of things getting worse. Should the situation escalate the S-TLC method will be employed: Stop, Listen, Think and Communicate. (Cahn & Abigail, 2007, p.40). If the employee becomes confrontational, calmness while illustrating that their job is in jeopardy, along with the necessary changes that need to occur, should make things clear. Next, an empowering method which uses a collaborative plan to resolve the issues will begin at this point. Having both parties work together while sharing ideas will help bring about a good resolution to the problem. Making and agreeing on a mutually satisfying arrangement has a better chance of success. Illustrating the severity of the situation, coupled with the importance of enacting the changes agreed upon will follow. Directness for communicating the problem, the proposed changes, and the desired results is better than being indirect. “Don’t use qualifiers or euphemisms to avoid accepting responsibility.” (Roebuck, 2006, p.86). This eliminates the chance of the communication being misunderstood or confused.
Lastly, a time will be set to revisit the issues in order to re-evaluate the progress and outcome. To agree on a resolution is not enough, and requires some type of follow up. Knowing how to confront others appropriately and effectively creates the likelihood of beneficial results. The ultimatum portion of this scenario would only come about during the follow up phase; in the event that the employee had not made the required changes in behavior. Should this occur, the employee will be put on probation for an assigned timeframe, with the desired improvements that need to be implemented, and the consequence of termination that will result if the employee does not comply. This warning would be put in writing, presented by a superior and signed by the employee. Should the employee not comply, termination will be the result. “The effective conflict manager knows how to appropriately confront others.” (Abigail & Cahn, 2011, p.294).
References
Abigail, R., Cahn, D., (2007), Managing conflict though communication, Pearson Education, Inc., Allyn & Bacon: Boston, MA
Roebuck, D., (2006) Improving business communication skills, Pearson Education, Upper Saddle River, NJ
