Delivering Bad News

Nobody likes to be told they are doing a bad job or that their actions could get them fired and most often people get defensive when approached with this type of bad news. It is up to the superior to deliver the news in such a way that creates a positive atmosphere for the employee to explain their actions and make an informed decision on how to make the necessary changes. In the next page I will review the following case study, explain how I would approach the employee, give a possible response from the employee, and detail what conflict resolution techniques would best handle the situation:

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 would start by using the indirect approach with the employee; begin with a neutral statement, explain the problem, deliver the ultimatum, then end on a positive note (Roebuck, 2006). I would thank him for his dedication to the organization and let him know that his two years spent at the company are much appreciated. Next, I would explain the problem and notify him that I have received complaints about his behavior from customers and co-workers, and the ultimatum would be that his hostile attitude towards them needs to change or he will be let go. I would end by re-stating that he is an appreciated worker and I am willing to help him if there is something happening in his life outside of work that is negatively impacting his attitude at work.

            If the employee continues to act in a hostile way, his response might be verbally aggressive, to which I would ask him to leave, take the rest of the day off to think about my offer, then call me in the morning when he has a clear head. I would never react by saying negative things back to him, which would only heighten the conflict. He might also be taken off guard and respond that he was unaware that his actions were being seen as hostile and that he indeed does have a work-life conflict (Abigail & Cahn, 2011).

            The conflict resolution tactic that I would use is civility “[a]n attitude of respect toward others manifested in our behavior toward them” (Abigail & Cahn, 2011, p. 247). Civility is a type of relationship-centered orientation where assertive communication helps both parties to collaborate or compromise to achieve their goal. In this situation, I need the employee to change his negative attitude immediately, but I would take the time to understand what it is that is ailing him and what he needs personally to make the change. I am not his counselor so there is only so much that I can do, but it is my goal as a superior to create workplace satisfaction and let my employees know that they can come to me with problems.

            By using civility with the employee I am showing him that I respect him, which helps create a positive conflict climate and minimizes the conflict.  Making sure that I do my best to maintain the relationship with the employee is very important, not just for him but for the other 9 employees whom I work closely with. Being in a superior position can be difficult, especially when faced with hostile employees, but effectively getting through a conflict can be simple with the correct communication tools.

References

          Abigail, R. & Cahn, D. (2011). Managing Conflict Through Communication, Fourth Edition. Boston: Pearson Education, Inc.

          Roebuck, D. (2006). Improving Business Communication Skills, Fourth Edition. New Jersey: Pearson Education, Inc.