04-U5D1 - Decision Making Flow Chart

In the following scenarios, imagine that you are an executive in the administration of a large public agency. You have been with the organization only about one year while many of your subordinates have been with the agency for ten years or more. As an astute leader you are aware of the formal and informal power structure within the organization.

Scenario 1

You strongly suspect a subordinate, Jack, who also applied for the position you now hold, is undermining you. Your best evidence of this comes today when Fred, a peer of Jack's, reports to you that he overheard Jack talking about you in a disparaging fashion. Jack has a strong track record of success. The conversation was overheard through a partially closed door and was meant to be kept private.

As the executive administrator your best course of action would be to:

A. Immediately confront Jack and inform him that such undermining behavior will not be tolerated. (Your risk with this choice: There is more to the story and Jack will be offended and respect you even less. He may become less motivated and his performance may drop.)

B. Support Fred, who reported the incident to you and confront Jack revealing to him that Fred reported what he heard to you. (Your risk with this choice is the same as in answer A. In addition, you may also create a conflict between Fred and Jack that will affect the performance of the team as well as the individuals.)

C. Because Jack has a strong record of success, thank Fred for reporting the conversation and take no further action other than to note the observation. (This is the correct Response. At this point, there is no need to risk offending Jack based only on hearsay information.)

D. Take disciplinary action toward Jack. (You have no concrete evidence to base you action upon. Your risk with this choice is that Jack may become less motivated and his performance may drop. He may even choose to leave the company and you will lose a strong performer.)

Scenario 2

Your problem with Jack is now escalating. Your boss (who is based in another city) telephones you and reports that Jack, whom you suspect of undermining, has telephoned him to voice his concerns about your performance. Your boss asks specific questions about your performance for which you give plausible explanations.

Your next action should be to:

A. Say nothing. Jack is a good performer and you do not want to risk offending him. (This is an incorrect response. When a subordinate goes around the manager and the manager's superior allows this to happen the manager's power base is being eroded on two fronts, with the subordinate and with the superior who allowed the behavior. The situation needs to be addressed.)

B. Write up the subordinate for going outside the chain of command. (This is an incorrect answer. While it is inappropriate for a subordinate to go around a manager to the manager's superior with concerns about the manager, since this is the first time this has happened, a better way to handle Jack is to hear his concerns, demonstrating that you are approachable and will listen and take appropriate action to address his concerns.)

C. Explain to your boss your concerns about Jack going around you to speak with him without first discussing his concerns with you. Ask that your boss agree that all concerns about you go through you first, and if no resolution can be reached that way, then a meeting of all parties involved occur. (This is partially true, but a firm boundary must be set with both parties. To preserve your authority, you will need to talk to Jack as well.)

D. After you have discussed your concerns with your boss and agreed upon an appropriate strategy for dealing with Jack, meet with Jack and inquire about his call to your superior. Listen to his concerns. Let him know it is inappropriate for him to contact your superior without first discussing his concerns with you or at least informing you that he is contacting your superior. Let him know that your superior agrees with this understanding. (This is the correct answer. A firm boundary must be set with both parties. The manager needs to speak with their superior to come to an understanding that the superior will suggest all concerns be put through you the manager first, and if they can not be resolved a three-way meeting of all three parties involved will occur. Secondly, the subordinate needs to understand in a conversation with you, the manager, that your superior has agreed to this understanding.)

Conclusion

Now that you have taken some time to reflect on your immediate reactions to the developing situation with your subordinate, think ahead a bit and begin to imagine incentives you might use in each instance to assist Jack in refocusing his efforts toward contributing to the organization and management team in a constructive fashion. Return to the Unit 5 discussion and post your thoughts.

Scenario 1

Summary: A peer of Jack's, reports to you that he overheard Jack talking about you in a disparaging fashion.

Action: Because Jack has a strong record of success, take no further action other than to note the observation.

Scenario 2

Summary: Your boss reports that Jack has telephoned him to voice his concerns about your performance.

Action: Talk to your boss and agree upon an appropriate course of action. Then meet with Jack and listen to his concerns. Let him know it is inappropriate for him to contact your superior without first discussing his concerns with you.

Credits

Subject Matter Expert:

Lonnie Wederski

Interactive Design:

LaVonne Carlson, Matthew Johnson, Pat Lapinski

Instructional Designer:

Kathleen Fjelstul

Project Manager:

Paul Schwoboda

Voice Talent:

Nicole Hettwer

Image Credits:

© iStockphoto.com/Nick Cowie; © iStockphoto.com/Daniel Norman; © iStockphoto.com/Yulia Saponova