Providing Feedback Practical Skills and Strategies
This is a case study of the hypothetical situation constructed by Eileen. Eileen seems to be bothered by several behaviors demonstrated by Geoffrey. One of the behaviors is how he lounges in his chair, having a bored expression on his face, and fails to contribute to the discussion. Another behavior is how Geoffrey gets a newspaper and begins reading the sports aspect of the paper when Eileen is speaking. These are behaviors Eileen thinks are affecting the credibility and effectiveness of Geoffrey as an organization leader Providing Feedback Practical Skills and Strategies.
When dealing with Geoffrey, Eileen makes multiple assumptions, both explicit and implicit. Explicit assumptions are those assumptions whose intention is not vague but apparent. They are direct assumptions that are easily identifiable. Conversely, implicit assumptions are those that cannot be easily identified, which means they can be missed out on the list of assumptions. One of the leading explicit assumptions Eileen makes is that Geoffrey is hostile. This comes from behavior such as failing to contribute to the discussions and reading a newspaper when Eileen’s speaking. Another assumption is that the behavior demonstrated by Geoffrey will contribute to the dysfunction of the organization. Eileen makes implicit assumptions that eliminating the specific behaviors she notes, will result in the acquisition of power and prestige within the organization.
Some of the assumptions identified by Eileen could be researched to understand their effects. The primary assumption that can be researched is how lounging on the chair and failing to contribute to discussions could be affecting the interpersonal skills of Geoffrey and how this could be affecting his relationship with employees. The type of research and inquiry that can be conducted is interviewing the employees who work under the guidance of Geoffrey. The significant issue here is that Geoffrey cannot keep employees for more than three months. Eileen assumes that this stems from how Geoffrey lounges in his chair and fails to contribute to discussions, which could be the same thing he does with his employees. To verify this claim, Eileen can interview some employees to understand Geoffrey’s behaviors and how they affect them Providing Feedback Practical Skills and Strategies.
The judgment and attributions that Eileen is making are that Geoffrey’s interpersonal skills are poor and are the reason behind the dysfunction in the organization. According to Englefield et al. (2019), interpersonal skills are essential for leaders since they help them deal with their employees and establish a positive environment that motivates them. Based on the scenario, Eileen remarks that Geoffrey’s behavior could be detrimental if not addressed and could influence the organization’s functionality. According to Eileen, if Geoffrey eliminates the specific behaviors she noted, Geoffrey could acquire more power within the organization, which means he can manage a more extended duration team.
One possible explanation concerning how Geoffrey sees himself is that his interpersonal skills are appropriate. Geoffrey does not seem to identify himself as the problem in this case. This explains why he ignores the meetings and fails to contribute to the discussions because he believes he is perfect or the employees are the individuals with the problem. Another possible scenario is that Geoffrey considers himself knowledgeable and the situation unsuitable for him. This is the sole reason he ignores Eileen whenever she is talking and instead takes a newspaper to read sports.
The best type of feedback to give Geoffrey is constructive feedback. Constructive feedback is feedback based on observations and is usually issued-based (Sarkany & Deitte, 2017). Geoffrey needs to be notified about his behavior and how it is affecting those around him. Since the primary aim is to do away with his past behavior, a negative constructive feedback approach should be integrated. This will help Geoffrey understand the kind of behaviors that he should not integrate within the organization.
Englefield, E., Black, S. A., Copsey, J. A., & Knight, A. T. (2019). Interpersonal competencies define effective conservation leadership. Biological Conservation, 235, 18-26.
Sarkany, D., & Deitte, L. (2017). Providing feedback: practical skills and strategies. Academic Radiology, 24 (6), 740-746 Providing Feedback Practical Skills and Strategies.