Question

3. Case study
When Jenny was working as an administrator, she had an employee Jack who was bright, and a great worker, so Jenny often appreciated his candour as it related to day-to-day problem-solving. But, when he cornered Jenny in front of the whole team and told her she was going about a task incorrectly, she was stunned. In an instant, he had destroyed her credibility with the team (shattered her confidence).Jenny pulled him aside to discuss the issue but it worsened the situation as it was different from the approach of the old manager. Over time it was recognized that Jenny's approach worked well as well, but it took long time for Jenny to recover from the damage occurred to her confidence and her authority.

3.1 Outline the principle that Jack didn't follow to give feedback to Jenny ?What are the basic principles to take into account when giving feedback? List 2 (two) indicators that show a person is being defensive.

3.2 Outline the three levels of feedback that can be requested. Outline two questions to use as part of a reflective and evaluative process of your communication skills in providing feedback

3.3 How do you think Jenny should have taken care of herself and what additional support she would require to support herself in this scenario?

Answer 1

3.1 One of the main principles that Jack didn’t follow while giving feedback was that he did not provide the proper feedback using proper channel or by considering proper timing. Instead of giving feedback to Jenny in public, he could have talked to her privately or even instead of criticizing her that she is doing the task incorrectly, he could have talked to her in such a way that she could have considered the alternatives available.

The basic principles to take into account while giving a feedback are: plan in advance the method in which we are going to share feedback without hurting the other person, make the situation a win-win, chose the right place, time and right situation especially if it is a right feedback, try to give negative feedbacks privately, along with the feedback try to explain what made us feel in that way.

The indicators that clearly states that Jack was being defensive are:

· He did not consider she was his Bose and provided negative feedback at the wrong time.

· He also chose wrong method of communication

3.2 The 3 levels of feedback that can be requested are:

1. Evaluation feedback: This is usually done using ranking or rating for the person to identify where he or she is standing on the level of decision made.

2. Appreciation feedback: This can be given to the person so that w can appreciate the person for the activity done and to motivate him or her.

3. Coaching feedback: This kind of feedback method is used so that the person can make further improvements or identify their shortcomings.

The Two questions that Jenny could ask her team:

1. Do you guys think this is a good plan or Do you guys have any suggestions to add to this plan?

2. Do you guys have any idea about negative situations that may come up if we go up with this plan?

3.3 Jenny could have talked openly in person with Jack after the meeting so that each person could share their point of view. Or she could have asked Jack why did he think that her plan will go wrong. She could also tell Jack in person about the etiquettes to be maintained while working in an organization.