Communication Strategies Discussion Solutions ESSAY

Communication Strategies Discussion Solutions

Please, read below the changes needed to the first draft of the paper attached. This should be a 4 page reflective

essay on the Karen Hannen Case **attached**

This should be written in APA format. However, when doing in-text citations please include the page # where the info is being obtained from.

The three sources that can ONLY be used is:

1. “Difficult Conversations” by D. Stone, B. Patton, and S. Heen

2. “Beyond Reason” by Roger Fisher and Daniel Shapiro

3. “Interpersonal Conflict” by Hocker and Wilmot

4. “The Seven Elements of Negotiation” *look below for attached*

Changes Needed:
1. Eliminate the first two paragraphs. Your paper really starts at your third paragraph. The first two just
repeat what is already in the case. When your audience (me) knows the case and you have such a
limited space, you don’t need to summarize it.

2. Be more specific. For instance, when you talk about the tone, don’t list all the tones you’re going to
use, say which you’re going to use, when during the conversation, and why. Or when you’re talking about your opening statement, just say (write) what your opening statement is going to be.

3. At this point, your draft is uninformed with the readings. You need to inform it with specific quotes or paraphrases with page numbers. A reference like “I would prepare him for psychology after creating a
comfortable setting for him to communicate (Fisher & Shapiro, 2005)” is no reference at all, because it’s not specific enough.
——————————————————————————————————-
Suggestions:
Choosing an Appropriate Setting for the Conversation. Karen Hannen, the new and young manager of the economic
division of an organization, must have a difficult conversation with Robert Welch, a senior employee with serious
performance issues. One could make the argument that the seriousness of the upcoming discussion warrants having
Welch seated across from Hannen’s desk and she sitting at her desk. But one could also make the argument that the
situation called for making it possible for Welch to feel that Hannen was interested in him and his professional
fulfillment and success, so that it would be easier for him to open up and be honest – and perhaps even become
emotional – and that that required an informal setting, e.g. a casual seating area within her office, or even adjourning
with him to some nearby small conference room or even a corner of a cafeteria, provided that there would be enough
privacy there to allow for Welch to become emotional.

The Tone and Approach. Think about which words you would use to describe Hannen’s tone and approach. Then, ask
yourself how she should open the conversation to set the tone. Which brings me to the crucial question of the opening statement. It is crucial because, research shows it well, the opening statement is often predictive of the outcome of any
negotiation.

The Opening Statement. Here are some elements you might consider incorporating: 1. Sincere pleasantries;
2. Statement of the problem from Hannen’s point of view, including: the mandate she was hired to fill and the
expectations that Department executives have for her office. Her need to hire new people to fulfill that mandate is
being undermined by the perception in the budget department of continuing poor productivity, and Welch was
“exhibit #1” in that regard. The call she’d received yesterday from the head of the Counties Association asking if the
department was going to help them on the governor’s proposed rural development initiative, for which Welch was the
department’s lead staff representative; 3. Acknowledgment that the new skill sets required by her division are not
Welch’s strengths and that he’s shown no inclination to develop them, which she understands and empathizes with;
4. Hannen must remind Welch of previous conversations in which she discerned from things he’d said his
unhappiness with the current situation and his interest in a more gregarious, conversational professional life.
5. She must also express her disappointment in Welch’s performance representing the department on two of the
governor’s pre-existing task forces on economic development – roles in which she thought he’d have excelled – and tell him about the calls she received from senior staff in other departments or the governor’s budget office asking for
clarification on the department’s positions on various matters. 6. She should express additional empathy for what she
imagines are the difficult choices he faces (like possible embarrassment if he stays in his current position, given the
new direction the office was taking; fear of leaving the division and starting over at this point in his life, with all the
attendant risks of financial insecurity); 7. Finally, she should tell him that she’d really like to help him and wants to take
this occasion to help him think about his future and then to help him implement a plan for it, provided that whatever
conclusions they reach have to be consistent with what she is obligated to accomplish with the division.

Inviting Welch to Speak about What She has Said. Think about what kind of questions she should ask him. For sure,
she must emphasize her reservations about whatever he might propose that won’t solve her problem; she must refrain
from making threats or reprimands and simply keep focusing on how her needs and his can both be satisfied. More
importantly, she should try to anticipate possible reaction (such as defensiveness, unwillingness to negotiate, focus on the past, aggressiveness, assertiveness – pulling rank, bluffing) and how she might deal with them. Asking useful and
well-intentioned questions is of course a good way to engage and understand Welch. Questions like: “How do you feel
about how things have been lately?” or “What do you want the next phase of your professional life to look like?” or
“How can we use the next three months before your next formal evaluation to provide you with a suitable transition?” or simply “How can I support you?”

Negotiation of a Solution. The important thing is to recognize that the negotiation can’t take place until there is some
trust that she is on his side at the same time as she has needs that have to be met, and that his frankness will help her
think this through with him.

Please note: While points will not be deducted for exceeding the word/page limit, brevity and specificity—as in any

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