Delivering Bad News to An Employee

In the workplace it is not always possible to avoid conflict, and there is no telling if employee personalities will mesh. Conflict is a problematic situation that can take place because there are “deep divisions in our society that carry over into our interpersonal relationships” (Abigail & Cahn, 2007, pg. 02). In a situation where I must meet with an employee to discuss their future with the company, conflict management is essential so the problem does not escalate.

I would first set up a private meeting with the employee and create a relaxed atmosphere where they’ll feel comfortable enough to speak freely about any issues they are having. If there was another coworker in particular that the employee wanted to confront, I would arrange a post-meeting after the employee and I spoke alone. Knowing that the employee is confrontational, it would be beneficial to communicate assertively, but not aggressively. I would explain why I have called the meeting and give him or her a fair chance to tell their side of the story.  Two-way communication is a positive way to handle conflict because the parties involved are able to express their feelings and concerns, a stage some experts call the differentiation phase (pg. 23).  It is important for me to be aware of all the variables that can lead to conflict including the age of the employees; different age groups can have trouble interacting with one another in the workplace.  I may also inquire about the triggering event, which is considered the beginning point of a conflict.

The hostile environment the employee has created can affect the performance of other employees, so addressing any issues the employee may have with coworkers can help manage conflict. When conflict arises within a group, it may be due to different opinions on what the goal should be or how to achieve the goal (pg. 230). Trust is an important element in conflict management, and the building blocks of a nurturing environment. If the employee feels their coworkers are dishonest or unreliable, it can lead to mistrust.

If, for instance, the employee feels like his or her coworkers treat them like a child since they are the youngest of the staff, I would ask about specific situations where this discrimination has occurred.  I would then ask the employee what resolutions they see possible, then analyze which conflict resolution techniques that best.

 From their answer I will determine what stage of conflict the employee is in; they may see the situation as de-escalating, while others see it as escalating.  Brahm (2003) believes that knowing this information can help mediators design a conflict management, transformation, or resolution strategy. I think the best strategy for moving toward a resolution is to show empathy and understanding towards the employee’s needs so they feel part of the team, but at the same time remind them of what is expected of him or her as an employee. My goal is to accommodate the employee’s interests while adhering to the policies of the company. With that, the employee has the option of compromising and cooperating, or finding employment with another company. 

References:

Brahm, E. (2003, September). Conflict Stages. Retrieved from http://www.beyondintractability.org/bi-essay/conflict-stages

Cahn, D.D., & Abigail, R.A. (2007). Managing conflict through communication (4th ed.).             Boston, MA: Pearson Education, Inc.

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