Case Study Analysis
Relevant cases of effective communication
From the case, the ER Representative employed effective communication to collect relevant information, manage different situations, and establish common ground. From the representative’s interactions or interviews with Thomas, Janet, Michael, Kathy, and Kareem, there are explicit signs of good flow of communication. For instance, the ER Representative depicts emotional intelligence from the way he introduced the conversation. He describes himself as a neutral party whose primary objective is to seek viable solutions to an employee’s concerns. Additionally, he communicates his message with a lot of clarity and conciseness, and is extremely objective in his investigations. While inquiring about Kareem’s work performances from colleagues, the ER Representative maintains an open mind to understand varied perceptions.
Approaching the interviews with an open mind implies effective listening of different narrations. He asked open-ended questions to encourage the interviewees to speak up and provide detailed responses on Kareem’s performances. For example, the representative asked Janet to respond to the open-ended question “Can you tell me about your conversation with Thomas about Kareem?” The question enabled Janet to give subjective responses on the situation. Additionally, the ER remained respectful while addressing the comparatively arrogant Thomas. Notably, when Thomas arrogantly retorted in his various responses, the ER Representative remained calm and gave more description of the employee, “Kareem? I don’t know any Kareem,” is an example of an irritating reply from Thomas and a clear testament of the ER’s ability to handle different communication processes.
Rebuild trust in the team
From the present happenings, the team members at the call centre are progressively losing trust in each other. Thomas must develop relevant strategies to help in the team to rebuild trust. For instance, Thomas can initiate and encourage open communication to ensure honest interactions among the team members. Open communication will enable individuals to open up and start communicating their thoughts, beliefs, and values (Guinalíu & Jordán, 2016). Additionally, Janet (the supervisor) should regularly meet the employees to discuss their performance levels and progress. Such meetings will enable individuals to discuss their varied challenges and create more opportunities for team members to help each other achieve set organizational objectives. Likewise, Thomas and Janet should avoid placing blame on other employees without understanding the root causes of underperformances. Alternatively, honest discussions about team members can discourage possible escalation of a potentially damaging situation (Guinalíu & Jordán, 2016). Lastly, Thomas should encourage the development of personal relationships among the team members. Such relationships can encourage the employees to share their personal values and ensure stronger bonds and understanding.
Resolving the conflict and recommendations
Thomas should encourage Janet to approach Kareem with a formal complaint on his work-related behaviors. Setting up time and place to talk will enable the organization to understand reasons behind some of Kareem’s “strange” behaviors. During such meetings, the supervisor (Janet) should give Kareem her absolute attention and seek clarifications if necessary (Avruch, 2015). Effective listening will enable the company to establish points of agreements and disagreements. Subsequently, Janet should share the company’s sentiments and complains with Kareem, and demonstrate willingness to seek common understandings. Furthermore, Thomas should provide clear guidance on the company’s expectations and accommodate Kareem’s religious practices. Kareem should be ready to compromise and reduce the amount of time spend praying to maintain his productivity and expected level of performance (Avruch, 2015). Lastly, the parties should be quick to acknowledge their shortcomings.
References
Avruch, K. (2015). Context and pretext in conflict resolution: Culture, identity, power, and practice. Routledge.
Guinalíu, M., & Jordán, P. (2016). Building trust in the leader of virtual work teams. Spanish Journal of Marketing-ESIC, 20(1), 58-70.