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- Joe is in his office doing work when suddenly he hears loud bickering...
- !!!!!
- !!!!!
- What could they possibly be arguing about now..
- Hey, do you have a minute to talk?
- Of course Joe, is everything okay?
- Well, I saw an employee lash out at a coworker today, and it's not the first time I’ve seen this happen this week. Other employees have raised concerns about Michael's behaviour. He seems like he has been struggling for a while now but this is not his normal behavior at all. I am worried about him. He cannot continue behaving this way. What do you think I should do?
- I have noticed some unusual behaviour that has resulted in employee behaving in an unsavory way. I think that you should open the doors to conflict resolution and use the 6 steps of supportive confrontation. You should Identify problem ownership using your “window on behaviour ” research and reflect, select an alternative to follow using the “three alternatives rule,” and follow up.
- Great idea! I think I’ll give it a shot.
- Identify problem ownership using your “window on behavior” Research and reflectSelect an alternative to follow using the “three alternatives rule”RehearseMeet to resolve the conflictFollow through and follow up
- Joe goes through the 6 steps of the supportive confrontation...
- I am going to use my window on behaviour technique to identify which aspects of Michael's behaviour are causing the issues. Those that are above the line are acceptable, and those below it are unacceptable. We have a problem on our hands that needs to be solved.
- Joe identifies that Michael lashing out, displaying volatility, and disrespecting the coworkers is completely unacceptable conduct for the workplace. These are the issues he chooses to focus on and address. Joe cannot change what is going on at home; rather, he can only become involved in work related matters.
- Good afternoon. Michael and I are going to talk tomorrow. Would you mind if I rehearsed what I want to say with you? I think that practising talking and listening as if this were the real situation would be really helpful.
- *Joe speaks to mediator*
- Of course Joe! I am happy to help out.
- Hey, Michael! is now a good time to chat?
- The next day...
- Hi Joe! Of course. We can chat!
- Well I just wanted to check in with you. How have you been doing lately?
- To be honest, not great. There are a lot of personal issues happening and I haven't handled it well. It has affected my behaviour at work.
- Sorry to hear that Michael. I want to talk about the way you've been talking to other employees. I have two goals for our conversation. First, I want to understand why you have felt like you needed to be upset with them. The second is how we can move forward from here on out. I want you to know that I am not angry with you, nor am I upset. I just want to figure out how I can help you. Does that sound okay with you?
- Yes, I understand that. I guess I have been letting my personal problems affect other relationships and I know that isn’t the right thing to do. I guess I shouldn’t get so angry at other employees when I am feeling mad for other reasons.
- I think you’re right. Why don’t you take a break and take a walk when you’re starting to feel upset? Also, I want to let you know that if some days are just too much, you can take a leave from work. Does that sound like a good idea?
- Yeah, let's try that out!
- One week later...
- Hey Michael! I wanted to follow up with you and our solution. How have you been feeling lately?
- Hi Joe! I appreciate you checking in with me. It's going well! I find that when I take breaks I get a chance to clear my head and I don’t feel like I need to get upset at my coworkers or anyone around me.
- That’s great Michael. I am glad that it is working!
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