Question Description
Please follow Guidelines and Rubric for this assignment.
Review the company overview and the case study overview in the Final Project Case Study document. Create an outline of the pattern of facts leading up to the case study conflict, including the identification of stakeholders in the conflict. Your outline will help you determine the fact pattern needed to complete Milestone One in Module Three.
Your outline must include these critical elements:
**The pattern of facts leading up to the case study conflict
**Identification of all the stakeholders in the conflict
Guidelines for Submission:
Your outline should be submitted as a Microsoft Word document with double spacing, 12-point Times New Roman font, one-inch margins, and APA formatting. Article: Difficult Conversations: 9 Common Mistakes When
difficult conversations turn toxic, its often because weve made a key
mistake: weve fallen into a combat mentality. This allows the
conversation to become a zero-sum game, with a winner and a loser. This
article details nine common mistakes made in difficult conversations.
Managers have a multitude of responsibilities, but among the most
important is effectively communicating with employees. Situational
communication is important; often, this means simple day-to-day
instructions, review of projects or work responsibilities, or even daily
workplace conversations. When conflict does arise, managers need to
resolve the issues and also, at times, have difficult performance
conversations. Managers cannot avoid difficult conversations because
they are uncomfortable. Avoidance is detrimental to the business, so
learning to give feedback and have performance conversations is critical
for managers.
What prevents managers from having these conversations? Lack of time,
unwillingness to recognize the importance of performance conversations,
and fear of conflict are a few of the possible reasons managers might
hope that the need for these conversations will go away. But, the need
does not go away and it is likely that conflict or performance
deficiencies will continue. Unfortunately, this can lead to damaged
relationships, poor productivity, and even high turnover.
Managers can effectively separate personal feelings from professional
feedback and communication by focusing on the facts of the situation.
By eliminating the fear of the conversation, managers will be able to
move a step closer to successful conversations with their employees. The
ability to understand an individuals own communication style will also
help craft an effective conversation with other employees. A managers
ability to identify her or his style can promote productive
conversation.
Building confidence to confront difficult conversations is a first
step to having difficult conversations. Knowing that the conversations
must take place helps change a managers mindset from avoidance to
acceptance. Performance problems rarely solve themselves. It takes
communication to bring the issue to the employees attention and create
an action plan to repair the deficiency.
Managers have to embrace their responsibility to the organization and
be honest, open, and fair with their employees, especially regarding
performance feedback. Managers can be mentally prepared for the
performance conversation journey by managing their own emotions,
planning for the conversation, knowing their own communication style and
that of their employees, and having their feedback and examples ready
to share.
