Petrina Williams
Him 365 Prof. Bridget Doman
November 21, 2023
“We Need to Talk ---Now”
The sudden conflict may have arisen due to a month-long lack of communication between the staff and the new supervisor. The new manager was aware of the unpopularity stemming from the strict rules and regulations imposed by her predecessor. It is crucial for the new manager to have proactively engaged with her staff earlier, seeking insights into the challenges within the division.
When dealing with employees, particularly those who tend to frequently voice complaints, the new manager should respond appropriately, distinguishing between chronic complainers and those expressing genuine concerns. However, in this specific situation, a sensitive approach is warranted. This involves actively listening to the employees' grievances and actively seeking collaborative solutions to address the underlying issues. (McConnell, 2018)
The steps the supervisor should take in this situation are:
1.
The supervisor should ask them to hold off on speaking until after lunch, ensuring that
the conversation can take place in private.
2.
After lunch, the supervisor should call the four employees into their office promptly. Any
delay in communicating with the staff might create mistrust in the new supervisor.
3.
The supervisor should engage in individual discussions with each employee, attentively
listening to their concerns. This approach will help the supervisor gain a deeper
understanding of the issues each employee is facing and their perceptions of the role,
shaped over the course of the previous supervisor's tenure.
4.
The supervisor must conduct a thorough assessment of the issues and devise a practical
solution that caters to the interests of all parties involved. During the review, assess
whether the complaint is rooted in emotional responses or legitimate departmental
concerns.
