Case Study

Difficult Conversations

 

Case Study

 

“

We Need to Talk

”

 

 

For this case study you will use the materials from these sources to assist you:

 

·

 

We Need to Talk

Case Study, pages 5

–

8

 

·

 

Class Performance Management

 

PPT

’

s

 

(in PPT folder) and

Mastering the Art of

Feedback

 

information (

under Case Study folder

on BB)

 

·

 

Mastering the Art of Feedback

Job Aide

 

(in

Mastering the Art of Feedback

 

information)

 

and handed out in class

 

·

 

Manager’s Guide to Performance Reviews

, pages 102

–

163

 

 

Using these support materials, complete

We

Need to Talk

question 7, 8 or 9 (only one

required)

–

 

outline your background information and what a possible conversation would

look like, including possible alternative reactions and responses (similar to the table example

on page 7

in the case)

 

Some

items you

should

 

include:

 

·

 

Background information on the problem (

briefly

restate the problem presented in the

case)

 

·

 

What/where/when/how/and with

whom you are going to gather information to

investigate the issue

 

·

 

Any potential HR/legal issues with thi

s situation?

 

·

 

When/where you will conduct the meeting?

 

·

 

The outline of the meeting with manager comments (p. 7

 

of case

)

 

o

 

Purpose

 

o

 

Description of behavior/issue with impact of behavior

 

·

 

Possible employee reactions

–

 

manager’s response (

see chart

p. 7

 

of case

)

 

·

 

Co

nsequences of continuing the behavior

 

·

 

Solution you would

support

 

to resolve the issue

 

·

 

What do you think would be the most challenging part of this conversation and how

would you overcome it?

 

·

 

How will you incorporate the “giving feedback

” principles

? (show

 

consideration,

withhold judgment, deliver at an appropriate time, provide freedom to change or not,

check for readiness, check for clarity

 

–

 

from

Mastering the Art of Feedback

)

 

·

 

What issues do you anticipate in receiving feedback from the employee?

 

(your

reaction)

 

 

 

Due Date:

Friday April 1

st

 

–

 

printed

and brought to class

.

Late papers will have a 10 point per

class deduction.

 

100 points possible based on

fully

answering the above questions.

 

 

Difficult Conversations Case Study

“We Need to Talk”

 

For this case study you will use the materials from these sources to assist you:

 We Need to Talk Case Study, pages 5-8

 Class Performance Management PPT’s (in PPT folder) and Mastering the Art of

Feedback information (under Case Study folder on BB)

 Mastering the Art of Feedback Job Aide (in Mastering the Art of Feedback

information) and handed out in class

 Manager’s Guide to Performance Reviews, pages 102-163

Using these support materials, complete We Need to Talk question 7, 8 or 9 (only one

required) – outline your background information and what a possible conversation would

look like, including possible alternative reactions and responses (similar to the table example

on page 7 in the case)

Some items you should include:

 Background information on the problem (briefly restate the problem presented in the

case)

 What/where/when/how/and with whom you are going to gather information to

investigate the issue

 Any potential HR/legal issues with this situation?

 When/where you will conduct the meeting?

 The outline of the meeting with manager comments (p. 7 of case)

o Purpose

o Description of behavior/issue with impact of behavior

 Possible employee reactions – manager’s response (see chart p. 7 of case)

 Consequences of continuing the behavior

 Solution you would support to resolve the issue

 What do you think would be the most challenging part of this conversation and how

would you overcome it?

 How will you incorporate the “giving feedback” principles? (show consideration,

withhold judgment, deliver at an appropriate time, provide freedom to change or not,

check for readiness, check for clarity – from Mastering the Art of Feedback)

 What issues do you anticipate in receiving feedback from the employee? (your reaction)

 

Due Date: Friday April 1

st

– printed and brought to class. Late papers will have a 10 point per

class deduction. 100 points possible based on fully answering the above questions.