In this assessment, you will navigate just such a challenge. You’ll figure out what’s at the root of the communication problem and suggest a way forward. It will take analysis, communication, and interpersonal skills to bring your team to a place they can function.
Responding effectively to a situation rife with conflict requires a variety of communication techniques. In this assessment, you will analyze and respond to a growing controversy depicted in the Responding to a Conflict scenario by writing a team communication and subsequently analyzing your approach to devising it. While communication (or lack of it) can often cause workplace conflict, it can also be the solution to addressing it. Knowing how to communicate in increasingly stressful environments is a skill that will serve you well both professionally and personally.
Imagine you just came back from lunch and found the email string regarding the proposed staff meeting related to the scenario. It’s your plan to address the situation, and it’s your intent to do it in communications that demonstrate leadership and a keen understanding of the issue, participants, and their associated dynamics. Complete both parts of this assessment. Be sure to cite all sources using the APA reference style.
Part 1: Analyze Your Approach to the Issue
Describe your approach to constructing your email.
Describe possible causes for the caustic exchange depicted in the email chain. Consider possible core organizational issues. State any assumptions that you might need to make regarding the scenario to support your assertions.
Justify why your message would likely be effective. Consider content, tone, and style.
Explain your intent for how your message might impact future communications and actions among team members.
Part 2: Write a Response Email
Write an email that effectively addresses the email chain. It should:
Properly consider the audience, your position, and the circumstances.
Articulate a well-conceived solution to the problem.
Effectively end the thread completely and de-escalate the tension.
Send a message that this exchange was “sub-optimal.”
SCENARIO :
Hi! I see all the messages in email and Teams and I’m wondering what’s really going on. Is Roger really leaving? Either way, I’ll put my two cents in and say that I’m really hoping we can avoid an on-site meeting. I think it’s important to meet ASAP and I really don’t want to sit around for a lot of unnecessary yapping. Sorry if that sounds judgmental!
From: Mai Taylor
So does anybody know what’s going on? I don’t like this. You know what a message like that is always about, right?
From: Bruce Evans
What?
From: Mai Taylor
LAYOFFS.
From: Patricia Timm
What?? When?? Oh, jeez, I can’t take another round of these!
From: Bruce Evans
UGH!!! NOW WHAT??
From: Bernice Washington
Whoa, whoa. How do you know this? What are you talking about?
From: Rose Sturgis
Please stop spreading rumors. This is not productive.
From: Mai Taylor
It’s not a rumor. There’s a meeting that nobody is willing to tell us anything about and it’s insane.
From: Rose Sturgis
How is that not a rumor?
From: Mai Taylor
Oh, so you know there aren’t any layoffs?
From: Bruce Evans
Could someone just tell me WHEN THE MEETING IS?
From: Rose Sturgis
Calm down, Bruce. Nobody knows.
From: Bruce Evans
Oooh, Rose, you’re so hot when you get all I’m-the-boss-around-here.
From: Mai Taylor
Bruce, not appropriate.
