A520.3.5.RB - Supportive Communication

Supportive communication is a vital component of any organization who wants to be successful.  It is easy to be supportive in positive situations; however, it is much more difficult to exhibit supportive communication when the information has a negative connotation. Supportive communication “allows you to communicate information to others that is not complimentary, or to resolve an uncomfortable issue with another person but, in the process, strengthen your relationship” (Whetten & Cameron, 2011, p. 243).  Challenging situations are inevitable in the workplace and life in general, which is why it is important to conduct supportive communication when these situations arise.  Supportive communication encapsulates eight attributes, which make a connection of what to do and what not to do when using it.  For example, one of the attributes describes being problem-oriented as opposed to person-oriented.  In this case, “focus on problems and issues that can be changed rather than people and their characteristics” (Whetten & Cameron, 2011, p. 243).  Other attributes involve being congruent, descriptive, validating, specific, conjunctive, responsible, and a supportive listener (2011).  I can use these attributes in my current position when dealing with my internal and external customers to increase supportive communication. 

Congruence is effectively communicating what you are feeling and thinking. Relationships and communication based on congruence are conducted in an intentional and honest manner.  This  is important because my customers may be confused if my communication is different than what I am really feeling.  Additionally, evaluative communication should be avoided because it can make individuals feel like they are being attacked and may cause them to become defensive.  However, this can be avoided through descriptive communication, an effective tool in providing an objective description in which I can focus on behavior, reaction, and solutions (2011).   Validating my customers is beneficial because if I use this attribute, individuals would feel “recognized, understood, accepted, and valued” (Whetten & Cameron, 2011, p. 251).  Furthermore, integrating respectful, flexible, and two-way communication will only foster supportive relationships.  I can also increase supportive communication through specific statements “because they identify something that can be easily understood and acted upon” (Whetten & Cameron, 2011, p. 253).  Providing my customers with specific statements will help them better understand what I may need them to complete or improve in some cases.  Another important attribute to use is being responsible for my statements, otherwise known as owning communication.  It is vital to take responsibility for my ideas because it shows I have confidence, am willing to help, and am invested.  

Using supportive communication and incorporating its attributes can give an organization incredible value.  My organization consists of medical center employees and operating at optimal performance can possibly be the difference in life or death.  There are clinical and non-clinical roles, however each position plays an important part in the success of the organization.  Incorporating supportive communication and its attributes can only lead to positive results.  For example, research has shown that “organizations fostering supportive interpersonal relationships enjoy higher productivity, faster problem solving, higher quality outputs, and fewer conflicts and subversive activities” (Whetten & Cameron, 2011, p. 244).  Supervisors in my organization also need to understand the importance of their coaching and counseling roles and recognize when each role should be used.  More specifically, supervisors must use a coaching role to help improve abilities, whereas they use a counseling role to develop attitudes (2011).  It is important for supervisors to be able to “differentiate between coaching situations, which require giving advice and direction to help foster behavior change, and counseling situations, in which understanding and problem recognition are the desired outcomes” (Whetten & Cameron, 2011, p. 265).  An organization possessing employees with strong supportive communication skills will certainly reap the rewards.  However, an organization lacking these skills could face defensive and disconfirmed employees.    

Reference:

Whetten, D. A., & Cameron, K. S. (2011).  Developing Management Skills (8^th ed.)  Upper Saddle River, NJ:  Prentice Hall.

A520.3.1.RB - Decision Making Styles

I tend to over-analyze the outcome when it comes to making decisions.  Analytical, cautious, logical, planned, and indecisive are some words I would use to describe my decision-making style.  Indecision is a word that does not look like it belongs with the other words.  However, indecision is something that is a result of being so analytical.  I try to play out all the possibilities that may result from the decision I have to make.  That is, I take the known and possible consequences and benefits into consideration, even if the likelihood of either is slim.  Does this mean I am paralyzed with every single decision I have to make throughout each day? No.  Do I find myself staring into my refrigerator for hours when I am hungry, stuck between choosing whether I should eat some yogurt or cottage cheese?  No.  There are obviously going to be some decisions that will be much easier to make than others.  However, when I need to make what I consider a difficult decision, I can get a little crazy.  Also, the more time I have to make the decision, the more time I have to analyze.  This can be a problem because I tend to become paralyzed with “what- ifs” and use all the time allotted until a decision absolutely has to be made.  My “what-if” approach means I ask myself, “what if I decide A?  Then the consequences will or could be B, C, D, and the benefits will or could be E, F, G”.  Sometimes the combinations and possibilities can be a little overwhelming because I put a lot of pressure on myself to make the absolute best decision.  

The opposite of my decision-making process would consist of a reckless, illogical, impulsive, and decisive approach.  These are hard to imagine incorporating when I need to make difficult decisions.  But there may be some benefit to finding some middle-ground.  Maybe this would allow me to take some pressure off myself and become better at realizing making a wrong decision is not the end of the world.  I remember doing a remodeling project on my entire bathroom a couple years ago.  I had limited experience in construction, but with my resources and willingness to learn (and of course the perk of saving a few thousand dollars); I was ready to tackle it.  Removing everything, including the walls, was the easy part.  The real challenge was installation and making it look brand new.  I had friends and family laugh at me on numerous occasions because I would constantly be in my “what-if” mode.  I found myself a bit overwhelmed because I would visualize all the consequences of installing something a certain way.  For example, “if we don’t use a self-leveling compound before we do the tile, it will not be an even floor, then my vanity will not be level, then my mirror will look crooked, or maybe the grout will crack, or maybe the toilet will be seated to the floor properly, and I will probably have an unhappy wife”.  The possibilities consumed me.

I think when it comes time to make some decisions in the future; I will take the opportunity to be a little more impulsive and see what happens.  Believe it or not, this is something I already work on, so I am aware.  I have to remind myself that it is not only alright to be wrong, but sometimes being a little spontaneous with decisions can be a relief.  A friend of mine always used to say, “in the big scheme of life, is that decision really going to matter that much?” That was his way of comparing world issues like disease, famine, war, etc…to say making a wrong decision when it came to our budget.  There really is no comparison.  The impact of my decision is almost insignificant when compared to being faced with much more important things going on in the world.  That may sound a bit negative, but I found I would ask myself that question when faced with something difficult, it put me at ease.  Because regardless of our decisions, life goes on, we learn, and we move forward. 

A520.2.6.RB - Time Management

Have you ever met someone who seems to be able to accomplish a million things each day?  Do they make you wonder how it is possible to get so much done in such a short time?   I know I have.  These individuals seem to possess some sort of secret that they do not want to share with the rest of us.  But maybe it is not that complicated.  Maybe some people have an advantage in completing so many tasks because they possess an incredible amount of energy.  However, their hidden secret is probably not really a hidden secret at all.  It is more likely they are great with time management.  

I do not believe there is anyone who thinks their time management skills are perfect, including myself.  I am pulled in many different directions throughout the day as much as any working adult with children.  Nonetheless, I strive to be as efficient with my time as possible.  I try to tackle each day with a scheduled plan and make every attempt to follow it accordingly.  I use electronic calendar reminders at work to remind me when I need to complete actions and to forecast what may lie ahead.  I use a calendar that is synchronized between my wife and I to keep track of social events and schedule appointments.  The first thing I do when I come into work is write down the things I know I have to complete for the day.  I also use this method to tackle tasks at home.  It feels good when I can cross off items on my list as it provides a visual aide which shows my progress.  I believe my approach and methods help increase my internal locus of control because I interpret the reinforcement I receive to be contingent upon my own actions (2011).  I really try to be proactive in determining my success or failures.  With that said, I know there is always room for improvement.

 

There are times at work when I lose focus of the plan I set forth at the beginning of the day.  I can tend to become distracted by e-mails, conversations, or phone calls which are not a priority at that time.  I end up focusing on the lesser priorities just to get them completed, which in turn take time away from my higher priorities.  “If we do the things that are easiest before the things that are difficult, our time may be taken up dealing with the mundane and easy-to-resolve issues while difficult but important problems go unresolved” (Whetten &Cameron, 2011, p. 125).  I will reduce the stress that comes along with trying to complete tasks under limited to no time if I can remain focused on completing the most important tasks first and avoid being distracted.  I have a similar issue when it comes to finishing academic work, although it is in more in the form of procrastination.  I have a bad habit of procrastinating when it comes to getting things done.  I am very proactive when it comes to something extremely important and time sensitive.  However, when I have what I consider a lot of time to complete something, I tend to use all of the time allotted.  For some reason, I have this false belief I work better under pressure and sometimes it is better to wait until the last minute because the task has to get done.  I think this is just my way of justifying my procrastinating habits.  I know the reality is that if I completed tasks at the first opportunity to get them finished I would reduce my stress related to time management.  Additionally, when I get home from work my wife and I discuss what to prepare for dinner.  This may sound like a minor issue, but trying to come up with a plan to eat at the last minute can be very stressful.  Add a couple hungry kids to the mix that have multiple activities such as sporting events, guitar lessons, and homework, and it can be incredibly stressful.  There have been times when my wife and I have sat down on Sunday to make a dinner menu for the week.  My wife goes to the grocery store and purchases what is needed, not what she thinks we may need.  We share preparing dinner meals throughout the week and everything usually goes according to plan.  These weeks are so much easier because we do not have to worry about dinner.  It also removes a lot of the stress related to getting everything else on our schedule done.  

I know I can improve my time management skills if I approach tasks from an effective and efficient perspective.  I believe I am pretty efficient managing my time; however, I still need to improve.  Using calendars, reminders, lists, and schedules are all great examples of being an efficient time manager.  On the other hand, I have to address my procrastination and eliminate allowing myself to be distracted.  One way to accomplish this is to incorporate a time management matrix to determine what tasks or situations need handled based on their level of importance and urgency.  I will test out trying to complete assignments and/or tasks when I am first aware and have the time available.  I am sure it will relieve stress if I complete these tasks much earlier as opposed to worrying about running out of time to finish them.  I also have a problem with telling people no when they need something from me.  Recognizing this is a problem and confronting my guilt will help me understand it is alright to tell people no sometimes. While at work I will set a plan to prioritize my tasks and remain focused on completing them according to my prioritization while avoiding distractions that are not as important.  Additionally, I will make it a habit to sit down with my wife on Sunday’s to plan a dinner schedule.  There really is no excuse why it does not happen other than ineffective time management.  I believe using these techniques will help me become a more effective and efficient time manager. 

Reference:

Whetten, D. A., & Cameron, K. S. (2011).  Developing Management Skills (8^th ed.)  Upper Saddle River, NJ:  Prentice Hall.

A520.2.3.RB - Conflict Resolution

I used to be a manager for a manufacturing company comprised of a strong unionized workforce.  I was obviously not part of the union and as a manager I had to be aware of my boundaries to avoid unnecessary conflicts with employees.  However, with any managerial role comes inevitable conflict sooner or later.  I dealt with conflicts such as employees having problems with each other or not wanting to carry out certain tasks I requested and other conflicts typical of a manager role.  These were relatively easy conflicts to resolve and almost always came to an agreement in which all parties were satisfied.  There was one instance in which I had a difficult conflict to resolve, probably one of the most difficult in my supervisory career.

One of my responsibilities as a supervisor was to handle time cards for my employees.  When someone needed to take vacation, was sick, had an appointment, etc…I would ensure their time card accurately reflected their request.  I had to deal with many different personalities and learn the best approach when it came to interacting with my subordinates.  I always treated them with respect and listened to what they had to say with an open mind.  I also expected the same from them in return.  In the following example I played the role of the responder and Tom fulfilled the role of initiator.  There was one employee in particular who found ways to degrade my respect for him and I believe he felt the same towards me.  No matter how I felt about Tom I still tried to be as fair and professional as possible.  However, he always managed to cause me trouble.  He constantly made mistakes, was difficult to deal with, and lacked respect for everyone.  I often had to listen to him brag about being a Navy SEAL and all of his war stories.  I knew everything he said was fabricated because of all the inconsistencies.  And, as most people with a military background know, a SEAL never brags.  Tom was everything a SEAL was not.  But I never called him out on anything because I knew this would jeopardize our working relationship.  And make a difficult relationship more difficult.  

One night during the shift, I needed Tom for a task but he was nowhere to be found.  He was not in his work area and did not respond to the page over the intercom system in the building.  I asked his coworker where Tom was and he responded, “I think he went next door to the other building”.  This happened on a couple more occasions and I approached Tom to try and figure out what was going on.  He insisted he was in the other building every time I looked for him.  I reminded him I needed him to stay in his work area.  It happened once more and I decided to take a deeper look at what he was doing.  I witnessed how he would not physically be at the terminal to clock out at the end of his shift, but the system I had to approve showed otherwise.  Only one other employee used that terminal, so I came to the conclusion Tom’s coworker was punching out Tom’s clock when the shift ended.  I took the situation a bit further to try and find out exactly when Tom was leaving and where he was going.  I remembered he parked his vehicle directly outside of his work area and discovered his vehicle was gone when I could not find him.  I even sat outside a few nights and watched him get in his vehicle and exit the plant.  Finally, one shift I witnessed him enter his vehicle, so I called to the gate guard to tell him to copy the license plate of the vehicle and document the time he vacated the premises.  The guard complied and there was even a video that recorded the event.

I brought all of this information to my boss and Business Leader (BL), the mediator in this case, to discuss our options.  We both knew Tom was wrong and felt he was stealing from the company through his actions.  My BL set up a meeting which consisted of himself, Tom, a union steward, and myself.  My BL was a fair mediator by listening to what Tom and the steward had to say.  However, the amount of evidence against Tom could not be ignored.   The evidence was presented in the meeting and we made it clear we would be seeking his termination of employment.  Tom denied everything despite the evidence and documentation.  In the end, the case went to a higher level and it was somehow determined Tom would not only keep his employment, but also receive no reprimand.  My BL and I were stunned.  To this day, I have never felt so upset with doing what I thought was right and not getting the expected outcome.  Regardless of the outcome, looking back, I could have tried a different approach.  I could have confronted Tom about his timecard and vehicle at the time I discovered them.  More than likely his activities would have stopped.  He might have even thanked me for not trying to get him fired.  And it is possible all the time I invested into the situation would not have been wasted.  If I am ever faced with a similar situation in the future, I will see how approaching the problem immediately and directly turns out.