Delivering Bad News Tactfully and Effectively

 

Conflict is part of life, and understanding how to deal with conflict is a skill essential to successfully navigating relationships whether at home or in the office. According to Captain Jane F. Vieira (2006), an author and Chaplain with the U. S. Navy, conflict is neither good nor bad.  She explains the positive effects of conflict can raise different points of view, draw out innovative ideas, hone ideas in need of development, and tap into the resources of all involved.

Many times, though, unresolved conflict has negative consequences, specifically when the unresolved conflict happens in the work environment.  A decrease in productivity and a lowering of performance are just two of the damaging effects conflict can have at work (Vieira, 2006).

I have been assigned the role of manager of the department of IT Support Services, for the purpose of this exercise. Each of my ten employees is required to maintain a high level of technical expertise and deliver excellent customer service. Jenn has been with the company for two years and is performing at a substandard level. I have received numerous complaints from customers and coworkers about both Jenn’s performance and her interpersonal skills.  Additionally, she has displayed confrontational behavior, resulting in a hostile environment in the department. It is my responsibility to meet with this employee and deliver an ultimatum regarding the need for her immediate improvement or subsequent prompt dismissal.

My hope is that using a “well-though-out, reasoned approach,” (Hybels &  Weaver, 2007, p. 224), I will be able to keep control in what could become a volatile situation, one that is already affecting the atmosphere and operations of my department. My intent is to plan my approach, prepare for the anticipated response, and be ready to apply the appropriate conflict resolution techniques.

Plan of Approach

There are potential benefits to confrontation, so it is in my best interest to know how to effectively confront others. I will draw significantly from two texts used in my Communications Studies coursework: Communicating Effectively (8^th ed.), by Saundra Hybels and Richard L. Weaver, II; and Managing Conflict Through Communication (4^th ed.), by Ruth Anna Abigail, and Dudley D. Cahn. Both sets of authors agree that the goal of confrontation is to seek a productive solution, which can be done through a multiple-step process. Using the outline below, I will plan my approach.

1.     Identify the problem.

2.     Schedule time to meet.                 

3.     Treat the other person respectfully.

4.     State the message assertively.

5.     Allow the message to make an impression.

6.     Listen without interruption.

7.     Consider the receiver’s response and point of view.     

8.     Focus on finding a solution.

9.     Follow-up and reevaluate.

In the following sections, I will elaborate on each of the nine steps, customizing them for this specific situation.

1.  Identify the Problem

The problem has three components and has been previously identified as

·             Sub-standard performance – substantiated through performance reviews

·             Interpersonal relationship issues – based on customer feedback and reviews

·             Confrontational and hostile behavior – documented in several incident reports

Abigail & Cahn (2011) believe this identifying the problem to be the most important part of the confrontation. The authors use the S-TLC acronym to describe a system they have created to help resolve interpersonal conflicts through basic communication skills. S-TLC stands for Stop, Think, Listen, and Communicate. It is at this point I need to stop, emotionally disengage, and examine the situation as though I were a journalist reporting on the situation. The authors suggest, additionally, try to imagine what the receiver might competently say about the situation. “Imagining yourself acting competently in the conflict situation is most likely to result in competent behavior” (p. 36). The next step is to schedule the meeting.

2.  Schedule Time to Meet

It is important to arrange a private and uninterrupted meeting to work through the issues.  Abigail & Cahn (2011) suggest that you tell the other person what you want to talk about, and then schedule a meeting within 24 hours to talk.

I would need to say to Jenn something like this:

“Jenn, we need to discuss the performance issues we talked about last month. I know now is not good for you, and later today is not good for me. How about setting 30 minutes aside to talk around 10:30AM tomorrow morning, after you return from break?”

3.  Treat the Other Person Respectfully

Treat the other person “as respectfully as you yourself would want to be treated” (Hybels &  Weaver, 2007, p. 225). The authors suggest examining your motives and feelings before delivering critical feedback. People are more likely to be “open to critical feedback if they are confident in, feel respected by, and trust the messenger” (p. 225). Adopting a constructive mindset will make the message about the message and not about the emotions.

4.  State the Message Assertively

Present the message in a calm, open, and straightforward way, while keeping your emotions under control. What I have to say to Jenn is difficult, but simple. 

“Jenn, we have met once before about the performance problems you have had on the job. Feedback from your customers has been quite negative this last month, which tells me that the performance issues have not yet been resolved. Additionally, I have heard about your displays of confrontational behavior with others in this department from various sources. These outbursts have made such a negative impact on our department that they simply cannot continue.

“Jenn, I need to let you know that we are down to the wire on this. I would like to think that together you and I could come up with a solution that you implement immediately, one that demonstrates significant improvement over the next few weeks - because unless we find a workable resolution to these issues, we are going to have to let you go.”

5.  Allow the Message to Make an Impression

Stay quite while the message sinks in. The message receiver needs time to process what has been said and compose herself before responding (Hybels & Weaver, 2007). If you have respectfully and assertively stated the problem, your message receiver will hear that it is in her best interest to acknowledge the issues, and take you up on your offer to work together toward real solutions.

6.  Listen Without Interruption

Allow your receiver time to provide a response and react to the message. This may involve a display of her emotions (Hybels & Weaver, 2007). Hearing the other person out may be unpleasant – she may blame you, recount past incidents, or bring up unpleasant information – but it is an important part of listening without interruption.

Jenn and I have met in the past about her performance. Not only has her performance continued to slowly decline, but also recently customers have been complaining about her curt manner and unfulfilled promises. Just yesterday I had a second report in a month about a confrontation with a coworker she had in the break room. I have hopes that Jenn will want to make the necessary and recommended changes and improvements when given the choice she is about to be faced with.

7.  Consider the Receiver’s Point of View

Once the receiver has finished, it is important work with the receiver until she has a clear understanding of your position (Hybels & Weaver, 2007).

Abigail & Cahn (2011) suggest four skills for responding:

·             Rephrase

·             Ask the receiver what she means by a specific statement.

·             Provide a possible reason for a statement and see how she responds.

·             Use an unfinished question and let the other person fill in the blank.

I expect Jenn initially to be defensive. I will respond with sensitivity, using the skills listed above.  I think she trusts me, and with the trust we have built I may be able to help assure her that I want to work with her so that she can be a productive, pleasant employee who provides good service to customers and works well with her coworkers.

8.  Focus on Finding a Solution

Ensure there is closure to the conflict by actively working together to find a solution. It may be that a compromise is the best solution, but it is important to realize that this is not the time for winner versus looser mentality.

Although the human resource department requires Jenn be placed on probation for a month with weekly progress assessments, I a prepared to offer her extra customer service training, and to allow her time to work with the Human Resource department’s work relationship coach. If Jenn has reasonable ideas that would help her performance and work relationships, it is important to incorporate them where feasible.

9.  Follow-up and Re-evaluate

It is possible that the solution is working well. It is also possible that the solution may need a few tweaks. Either way, it is important to schedule a meeting, discuss how things are going, and make changes to the plan necessary.

The Human Resource probation requires that Jenn and I meet weekly to assess her progress. I am prepared to tweak the plan should it be necessary. At the end of the month, Jenn and I will meet again. I will have all necessary documentation (performance reviews, customer feedback, and any incident reports) to evaluate Jenn’s progress. Should there be improvement, Jenn will be allowed to stay in her position. If not, dismissing Jenn will be the unpleasant but only option.

The steps outlined above are intended to remediate. They provide every opportunity for the employee to succeed should she decide that is what she wants to do. The employee is made aware of the issue, is given a chance to respond and an opportunity to work together with her manager to develop a resolution. Should the employee demonstrate her willingness an ability to make the necessary improvements, she knows she will stay in her position. Should she opt not to comply with the remediation requirements, the consequences have been clearly spelled out.

~ Susan

References

Abigail, R. A., & Cahn, D. D. (2011). Managing conflict through communication (4^th ed.). New York: Allyn & Bacon.

Hybels, S., & Weaver, R. L.  (2007). Communicating effectively (8^th ed.).  St. Louis: McGraw Hill Learning Solutions.

Vieira, J. F.  (2006). Conflict Management: How  to recognize and work productively with differences [PowerPoint slides].  Retrieved from http://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&ved=0CCIQFjAA&url=http%3A%2F%2Fchaplaincare.navy.mil%2Fselfhelp%2FConflict%2520Management2%2520-Slides.ppt&ei=dps7UISROZS88wTO64CIDw&usg=AFQjCNF9-ptErjcPI4FS3-en1rNfnYBoaA