Discussion is a large part of the disciplinary process you will learn in this book. The verb discuss has two basic meanings, both of which play a role in the process.
1. To speak about something
2. To write about something
The “something” in this case is always the problematic issue at hand; thus discussion focuses solely on that issue. Put simply, the purpose of discussion is to convey to the employee, in clear and objective language, what the problem is, what behavioral changes are expected, what the employee can do to make those changes, and what action will be taken if the employee fails to make those changes.
Whether you convey this information in written or verbal form, you should be as succinct as possible, remembering the following:
• Objective comments “describe” the behavior.
• Subjective comments “hide” the behavior.
For example, the subjective comment “You have a bad attitude” cannot stand alone as a behavioral description; it is too vague. In contrast, the objective comment “Your foul language is inappropriate and unacceptable in the workplace” defines the behavior in a meaningful context; the employee knows exactly what must change, and you have an objective measure of change: the foul language will stop, or not.
In many ways, discussion is the communications bridge that helps the employee cross over into new patterns of behavior. The stronger the bridge, the greater the chance that positive change will indeed occur. Strength in this regard means clarity of expression backed by well-founded reason and objective motivation. It does not mean force of authority or personal aggression.
Disciplinary discussion is never an attack on the employee; nor, on the other hand, is it ever a friendly little note or chat. Managers need to encourage problem employees to change, and there is a personal element to any form of encouragement; but the issue itself must be presented in a way that emphasizes its importance. The discussion, and the issue, must have an impact on the employee’s behavior.
There also is no debating the issue—no “pros and cons” approach to the subject as is so common in other forms of discussion. If you have reached the point where disciplinary discussion is your only option, and if you have correctly prepared for it, then debate over whether there is in fact a problem, or about the pros and cons of having to solve it, will only hinder progress toward your goal. The most fundamental message of any discussion is “There is a problem here, and it must be solved.” However, keep in mind the concept of due process. Due process here is the productive exchange of information between manager and employee to effect positive change. Demonstrative “give and take,” as outlined in Chapter 7, is essential in instances where an investigation is necessary.
Remember, basic reinforcement theory states that no behavior or skill will improve until someone gives the employee feedback on the performance deficiency and instruction on how to change it. Discussion is the tool by which that feedback is provided.