HIGH-CONSEQUENCE PEOPLE PROBLEMS

Any people problems other than simple requests should be considered potentially high-consequence problems. They fall into two classifications: (1) those pertaining to one individual only—these problems are usually highly personal and psychological and should concern the supervisor only because they influence productivity; (2) those that involve two or more employees—these often involve friction in the relation between two or more departmental employees and usually affect productivity. Supplement your seven-step procedure with the following suggestions:

• Listen carefully to all problems or complaints. If something is important to one of your employees, it is also important to you. Do not ignore or belittle any problem, no matter how trivial it may seem at the beginning.
  
  
• People problems usually involve two or more people, so always make an effort to gather information from all sides. Do not take sides while you are gathering the facts.
  
  
• Weigh all the facts carefully before you make a decision. Ask yourself these questions: Will the decision be fair to all concerned? Will it violate any company personnel policies? Do any potential serious side effects need consideration? Will the decision violate any human relations principles? Write down two or three possible decisions for careful evaluation before you choose one.
  
  
• Using good counseling techniques, openly communicate to all parties involved your decision and why you made it. Take time. Encourage a two-way conversation. Listen to any negative reactions, but stand firm on your decision.
  
  
• Follow up by working to restore or rebuild any relationships that may have been temporarily injured because of your decision.