Case Study Scenario 2
By Lorna Riley, CSP

For some reason, a manager just doesn't like one of his staff members.  The employee does a good job so he doesn't want to lose him, but as time goes by, the manager becomes less and less objective about the employee's work.  The employee picks up on the manager’s negative signals and acts in a way that only exacerbates the situation.  For example, while the manager isn't a nitpicker when it comes to reports, he examines this person's reports with a magnifying glass. This kind of scrutiny over what the employee believes are inconsequential issues creates more work for the employee in rewrites.  When the employee revises his reports, they're worse than they were in the first place.  How can this cyclical pattern be broken? 

The manager needs to focus on the most difficult and crucial step in coping with the problem: recognizing that dislike for an employee clouds objective assessment of work. The problem can’t be resolved until this is recognized. Work towards objective evaluation of the employee's performance.  Ask yourself, “What do I want from him? What should he accomplish and by when?” Then establish a clear understanding of these goals between the two of you, and force yourself to concentrate on the work rather than on your personal feelings. For example, itemize the standards and expectations of what comprises a good report that will pass QC. Itemize written expectations and go over them with the employee. Ask for input from the employee on his ideas. Be sure that objectives and standards are clearly known on both sides. Knowing performance criteria in advance should help him (and others!) produce work that objectively meets everyone's level of expectation. What conflict management strategy was used here? (Collaboration!)

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