Communication

CA SE

Sl UDY

15 MAKING SENSE OF CHANGING RELATIONSHIPS WITH THE BOSS AND PEERS

Jaesub Lee, PhD University of Houston

J ane and Stacy started their jobs in Corporate America together about 3 years ago. During a new employee orientation that lasted

all day, they sac right next co each other and chatted about many little things, such as weather, hobbies, movies, and previous jobs. They felt good about each other and became friends. They've kept in touch fre- quently through email, texting, and calling. Eventually, they consid- ered each other best friends.

They worked in different departments, which were housed in dif- ferent buildings. Stacy worked in Accounting and Jane in Customer Service. After work, they often spent time together at shopping malls, bars, events, and venues. When Jane went through a difficult medical procedure, Stacy was there supporting and cheering her up all the time with bright flowers and funny stories beside her hospital bed. After the operation, they felt very close to each other and, with a deep sense of bonding, became best friends.

Stacy was somewhat concerned about Jane lately. For the last few get-togethers,Jane looked a little defeated and uncertain about hersel£

Thiskc~apter is based on published work: Lee,J., Lim,J. J.C., & Heath, R. L. (2017). Coping with ;or P ace bullying through NA VER: Effects ofLMX relational concerns and cultural differences. nternational Journal o/Business Communication. doi: 10.1177 /2329488417735649

90 • CASES IN ORGANIZATIONAL COMMUNICATION

She had somewhat darkish circles around her eyes a nd looked preoccupied, She

also seemed to lose her temper quickly and get easily irritated.

Stacy asked, "What's going on with you, lately?" ,

"Just mind your own business:• snapped Jane. "You don t have to care about me.

I can take care of myself." Stacy was taken aback. That was definitely not what Stacy expected from her

best friend. She figured something must be going on that Jane did not want to talk

about. She decided to give her some space. So she left it at that.

Nonetheless, worried about Jane, the next day during lunch hour, Stacy

dropped by Jane's department to see how she was doing. Stacy didn't see her and

was told that Jane was absent from work that day. The same thing happened the

next day-no Jane at work. Alarmed and uneasy, Stacy called her at home to ask

what was going on. Jane was reluctant to say anything. She simply stated that she

was a little sick for the last few days.

But Stacy asked more questions, "Where does it hurt? Did you go see a doc-

tor? Are you taking any medicine? Is there something I can do for you? Do you

need a ride?"

Jane insisted that she was okay, just a little bit tired. She demanded that Stacy

not worry, adding, "I just don't feel like doing much right now. I just don't feel

good about myself. I will be fine by tomorrow. I promise I will be back tomorrow

and talk to you."

Stacy let it go at that and concluded, "I hope you feel better soon."

Tomorrow came; again Jane was nowhere to be seen at work. Hoping that Jane

may show up later, Stacy stayed at work until the end of day, visiting her department

every couple of hours or so. Jane never showed; very worried and very troubled,

Stacy drove some 40 miles to Jane's place.

After much prodding from Stacy, and with a glass of wine in her hand, Jane

spoke. "Stacy, I have been a great employee. I am really good at what I do. My job

performance is great. I've won a few awards for exceptional accomplishments. I was

an Employee of the Month a few months ago. I also received the Customer Service

Award last year. The senior management said that I will be put on the 'fast track'

and may be the first one to get promoted in my department. Being an outstanding

performer, I somehow sensed the very source of my problems I am having now. You

see, I heard my supervisor, Dan, was reprimanded for his personal conduct with a

very important customer."

She continued, "It all started when I logged i'nto c w months my computer a re ago. You see, I couldn't find several customer account · f: h ' h profile s, m act, my most ig - accounts. I searched and searched for my precious ac h • the corn· counts everyw ere m

Puter. I even called IT folks to help me hue to no avail I . . d and ran

, . . was m panic mo e to Dans office to explain what happened and ask c h l E ·th hearing ror e p. ven wi out the whole story, he told me he already knew what h d In f: h ai· d he appene . act, e s removed my accounts and gave them to another . I s sort customer service rep. wa

Making Sense of Changing Relationships • 91

of dumbfo unded. I as ked why. I sa id, ' l 've worked so hard co build those customer acco unts, spending ho urs to build rappo rt and trust with custo mers.' I cold him that he can't do that. 'They are my cust o mers. I don't believe you can' ... He cut me off and simply said that ' I made the decision so that everyone in the department benefits the most .' I couldn't believe what I was hearing. I raised my voice for the injustice of his decisio n and said , 'You do n't even have the common courtesy to talk to me or inform me of the decisio n beforehand? And I had to find out che hard way ? I can't believe you are my' . .. Dan, again, interrupted me before I finished my words and said in an angry tone of voice 'I am your supervisor. You take it or leave it . \Veil, in fact , yo u can leave. You're not really valued here anyway.'"

"This was bad, really bad . Just within one quick conversation, I felt my life flashed from best employee to a worthless one. What's more concerning, I felt my job was in danger. From this moment on, everything with Dan went downhill. I couldn't stomach his unilateral decision making. It wasn't like that at all for the last 2 years. In fact, he has been very helpful, guiding me in many ways. I was a great student of his. After chis encounter, I lost some confidence in my people skills. I mean , I was supposed co be one heck of an expert in relational matters. I feel lost here. I am clueless about what is going on."

With a heavy dose of encouragement and moral support from Stacy, Jane found enough inner strength to return to work the next day. Nevertheless, she couldn't help but chinking about what really happened. As she pondered preced- ing events, she began to nod her head here and there, muttering" hmms," "could be," and "perhaps.'' She debated and debated all sorts of things in her mind. Finally, she decided to make so me inquiries. In the following days, with her spirit somewhat refreshed and an attitude of " There's got to be a reasonable explanation somewhere," she talked with a few coworkers. Her peers have served as eyes and ears to each other, sharing any useful information, such as a new policy on customer parking, training etiquette in customer calling, management guidelines about working on customer accounts, and che like. She asked pretty much the same questions to all of her peers.

She asked, for example, "What's che scoop lately? Is there something I need to be aware of? Was there some new policy on accounts?" However, at first, the grapevine didn't provide much new information. It appeared to her things were as normal as they can be.

Finally.Jane revealed co two peers, who she felt she could trust a little more than others, that Dan took her most important accounts and gave chem to others.

They were surprised, asking, "Really? Why? "I know you've worked so hard to gee your accounts going. That is unbelievable. It's just unfair."

Jane continued, "I have no clue as co why he did it. Did you hear anything about some rep getting more accounts lately?"

They both said, "Noc really. But there was a vague rumor going on that the recent hire is from Dan's hometown. She may be Dan's relative or something."

92 • (ASES IN ORGANIZATIONAL COMMUNICATION

Jane said to h e rself, "Ahal" With this revelation, Jane realized that Dan Was

playing favorites. But the most drastic turning point in her relationship with Dan took place

when Jan e was called into his office. As soon as Jane sat down, Dan angrily accused her of not respecting his directives, "You never follow up on anything. You didn't include updated information in the email. What's your problem?"

Jane responded shakily, "I listed all the updates in the previous email and all emails today when you asked me to include any information about my new customers."

"I am so busy. I don't have time to read. You just can't email me all the time." "I see. I will ... " Interrupting her, Dan said, "Apparently, you're not up to the task. You never get

anything done right here. You're not trying hard enough. You are basically lazy and incompetent. I don't see anything worthwhile in your work. You apparently don't care about your work or the organization. Why should I keep you here?"

Jane was speechless.

Dan continued, now shouting, "Do you hear me? You're lazy and stupid. I don't want to see your face! Get out of here!"

Jane ran out of the room with a tear hanging in her eyes.

DISCUSSION Q.YESTIONS

1. Jane's relationship with the boss has transformed from good to bad rather drasti· cally. Discuss the change from the perspective ofleader-member exchange theory. Speculate how communication behaviors impact the leader-member exchange quality, and vice versa.

2. Jane and Stacy are best friends. Sketch how they have become best friends from mere acquaintances at the new employee orientation. Tell your "transitional story" on becoming the best friend to someone at work.

3. To what extent do you believe Jane's attempts to make sense of what's going on ar~ effective ( e.g., discovering and giving meaning to what's taking place)? Are Jane 5

sensemaking efforts consistent with Weick's sensemaking principles? 4· How common is bullying at your workplace? Identify specific verbal and nonver·

bal behaviors that represent workplace bullying in the case or in your experience, What makes these behaviors unethical?

5. :1"hat sorts of intervention program for workplace bullying would you like to see m place?

6. Jane experienced emotional turmoil. Discuss Jane's emotion with work and emotio" toward work.

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arassment at work: Validity, factor structure and psychometric properties 0

Making Sense of Changing Relationships • 93

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