Week 7, Assignment 1 3
Week 8 Final Project: Shows No Initiative 1
Crucial Conversations: Shows No Initiative
[Student Name]
St. Mary’s University of Minnesota
Week 8, Final Project
HRM614 – Internal Consulting
Jeri Schulze, MBA, PHR, SHRM-CP
[Date]
Shows No Initiative
Crucial Conversations – Shows No Initiative Overview
Patterson et al. (2012) discusses specific situations that are particularly tough crucial conversations. One specific conversation is called, “Shows No Initiative.” In that conversation, Patterson et al. suggest that there are at least 7 main ways of dealing with this particular issue: (1) establish new and higher expectations, (2) instead of dealing with a specific instance, deal with the overall pattern, (3) give specific examples of when the person ran into a barrier and the backed off instead of figuring it out, (4) raise the bar – expect more, (5) jointly brainstorm solutions, (6) pay attention to the way in which you are compensating of that person’s lack of initiative, (7) stop expecting that others won’t take initiative; instead, talk through the expectations and establish agreements that put the responsibility back on to the other person, where it belongs. [Feel free to use this as you opening statement in the paper. Then, continue to the next part of the assignment].
Crucial Conversations – Shows No Initiative – Case Study
For this assignment:
Create a mock crucial conversation between two parties in a work environment where one is the boss and the other is the subordinate (if you want to create it around the case study, that is fine, but not necessary). This conversation is completely made up.
In parentheses, show the number of each of the 7 elements listed above. Here is an example:
Boss: Hi Bob. I am wondering if we can have a talk about your performance in the Vanilla Healthcare merger.
Subordinate: Sure, Angie, what’s up? How can I help you?
Boss: Thanks for the positive approach, Bob. I am noticing that you seem to be doing some of the steps necessary to complete the merger, but not others. I looked over your weekly list of issues to be handled. I see that many are still outstanding and even pushed forward from one week to the next. Can you help me understand why there are some many left undone each week?
Subordinate: Well, I guess there is a lot going on. I am running into barriers that make it hard to complete my list each week.
Boss: Can you give me an example?
Subordinate: Ok, so, last week I was suppose to review all of the design documents, but I needed the help of the team leads. They had conflicting schedules and could not meet as a team. So I pushed it off to the next week.
Boss: Can you think of some way that you could have dealt with this and still stayed on track with the time schedule for the project?
Subordinate: Well, I guess I could have met with each individually as their time permitted instead of trying to get them all together at one.
Boss: I like that idea. That is potentially a good solution. I want to see if you and I can come to an understanding about my expectations. I want you to meet your deadlines each week with only minimal exceptions. This will help keep this project on track for a January completion. I want you to take the initiative to stay on track. If you cannot due to unforeseen circumstances, let’s brainstorm more. But, I want you to take the lead on taking the initiative for getting this project done on time. how Does that make sense?
Continue this conversation until you have integrated all seven elements as well as many of the main elements of crucial conversation (e.g., mutual purpose, STATE, AMPP, ABC, making it safe, villain stories, etc…). Continue using right margin review comments to illustrate your understanding of (1) the 7 elements of show no initiative, and (2) the general elements of crucial conversations.
References
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