Case Study

“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.”

1.) As the department manager, I would first pull the employee aside. I would remind the employee of our company‘s goals and objectives either by reading them out loud or asking the employee to recite them back to me.

2.) I would then ask the employee if he or she agreed with the objectives and felt that they were living up to them. If the answer is “yes,” I would ask them to explain to me how, and if the answer is “no,” the same thing.

3.) I would then let them know that I have noticed lately that their performance has slacked a bit and that they’ve become a bit hostile towards the customers and other employees. I would ask what they were going through and let them know that I am interested in helping with the problem as much as I can.

4.) I would then offer help with retraining, or reassigning the employee to a different position, or whatever problem the employee stated for their behavior.

5.) I would then end by letting the employee know how good it is that they have been with the company for so long and that they are valued and appreciated and in the future, come to me if there’s a problem.

According to Cahn & Abigail (2007) you should follow these six steps for successful conflict resolution:

1. Preparation: Identify your problem/need/issues.
2. Tell the person “We need to talk.”
3. Interpersonal confrontation: Talk to the other person about your problem.
4. Consider the other person’s point of view: Listen, empathize, and respond with understanding.
5. Resolve the problem- Make a mutually satisfying agreement.
6. Follow up on the solution: Set a time limit for reevaluation.

These steps helps us reach a mutual collaboration on the problem. It also forces us to accept responsibility for our own actions. It also identifies the problems that each of has. According to Cahn & Abigail (2007) the final step, the re-evaluation is the most important, but often most forgotten, step to resolving a problem. This final step is important because it ensures a mutual agreement and re-examines the effectiveness of the agreement at a later date. In other words, it helps remind each party of the agreement in tact and it is a time to change what’s not working.

Also, according to Blanchard Ph.D & Lorber Ph. D., author and co-author of Putting the One Minute Manager to Work (1984) you should always end your reprimand, or confrontation with a praising. This way you are letting the other person know that they are not a bad person but their behavior is. I guess the underlying key here is “respect.” It all goes back to the old age adage “do unto others as you would want done to you.”

Now, it's your turn. Using this case study, what would you do to resolve a peaceful confortation with an employee?



References

Blanchard, K. Ph. D., & Lorber, R. Ph.D. (1984). Putting the One Minute Manager to

Work. NY: Berkley

Cahn, D. D., & Abigail, R. A. (2007). Managing Conflict Through Communication.

USA: Pearson Education