Activity C – case studies

Case 1

Q1
Negotiation. If people start freely negotiating at this stage, do not interrupt
them. This is your chance to sit back and listen. If they get stuck at any stage try
summarising what they have achieved so far and remind them of the agreements
they have reached.

Q2
Use “What if…” questions to help ensure that the proposed solutions are practical
and will work back on the job.

Q3
Ensure everyone involved is satisfied before concluding the meeting. Check
in with each person that they feel heard and have had their needs met to some
extent

Q4
Pay careful attention to each person’s concerns. Sometimes people have
shifted since your first meeting with them. Do not bring up issues that they
decide are not important at the joint meeting. They may have changed their mind
and this can create unnecessary conflict.
Case 2

Q1
. Use simple words and short sentences.
. Check common understanding by asking the person to repeat the message
back through words, writing or actions.

Q2
Make sure you are familiar with the resources available to you. Remember, you
have other staff, management, security, police, human resource personnel and
counsellors that can help.

Q3
. People can become easily frustrated when they cannot make themselves
understood. In trying to communicate, sentences may come across as rude

Q4
. The English language is notoriously difficult to learn. For people with
English as their second language, it can create problems and
misunderstandings, even if they’ve been speaking English for years.
Case3
Q1
. It is important to ensure your words, voice tone and body language match.
This demonstrates genuine interest in what others are saying, and
honesty and sincerity in your communication.

Q2
Containing negative emotions in your speech
. Don’t be sarcastic.
. Speak clearly and avoid raising your voice.
. Make eye contact.

Q3
Now it is time to put into practice some of the strategies we covered earlier in
assertive communication and demonstrating empathy.

Q4
Paying attention to non-verbal and vocal cues (voice tone, pace, volume) is
important, as they make up the majority of the message we receive.
Case 4

Q1
Let individuals express their feelings. Some feelings of anger and/or hurt
usually accompany conflict situations. Before any kind of problem-solving can
take place, these emotions should be expressed and acknowledged.

Q2
Acknowledge that a difficult situation exists. Honesty and clear
communication play an important role in the resolution process. Acquaint
yourself with what's happening and be open about the problem.

Q3
Define the problem. What is the stated problem? What is the negative impact on
the work or relationships? Are differing personality styles part of the problem?
Meet with employees separately at first and question them about the situation.

Q4
Find solutions to satisfy needs:
o Problem-solve by generating multiple alternatives
o Determine which actions will be taken
o Make sure involved parties buy into actions. (Total silence may be a
sign of passive resistance.) Be sure you get real agreement from
everyone.