WCM 620 Module Six Short Paper Guidelines and Rubric This short paper will help you synthesize information from the readings for this module and inform your thinking when you work on Milestone Three. One of the ways management can manage difficult situations, collect relevant information, and build common ground and trust with employees is establishing communication based on evidence rather than judgment. Using the final project case study transcripts provided, create a list of the relevant facts that are pertinent to the case. This is information that you would use to determine the outcome of the case—or evidence. Additionally, create a list of judgment comments you find in the transcripts. Judgments are information that could not be used to defend the actions in the case since they are feelings, emotions, or opinions—not fact. Your paper should include these critical elements:    A compilation of relevant facts pertinent to the case A compilation of judgment comments used to defend actions in the case Recommendation of strategies for ABC Corporation to meet Kareem’s needs while still maintaining performance expectations Guidelines for Submission: Your paper should be submitted as a 2- to 3-page Microsoft Word document with double spacing, 12-point Times New Roman font, one-inch margins, and at least three sources cited in APA format. Critical Elements Compilation of Relevant Facts Pertinent to the Case Compilation of Judgment Comments Used to Defend Actions in the Case Recommendation of Strategies Exemplary (100%) Clearly identifies relevant facts pertinent to the case and provides details about how they are related to the outcome Clearly identifies judgment facts and details how they defend actions in the case Proficient (90%) Adequately identifies relevant facts pertinent to the case and explains how they are related to the outcome Adequately identifies judgment facts and explains how they defend actions in the case Needs Improvement (70%) Identifies relevant facts pertinent to the case but the connection to the outcome is not clear Not Evident (0%) Does not identify any relevant facts Value 30 Identifies judgment facts and explains how they defend actions but the defense of the actions is not clear Does not identify any judgment comments 30 Recommends appropriate strategies with supporting examples to maintain performance expectations Recommends strategies with supporting examples to maintain performance expectations Recommends a single strategy to maintain performance expectations Does not recommend any strategies to maintain performance expectations 20 Proper Use of APA Standards, Mechanics, and Grammar Paper is free of errors in organization and grammar and contains at least three scholarly sources Paper is mostly free of errors of organization and grammar which are marginal and rarely interrupt the flow and contains three scholarly sources Paper contains errors of organization and grammar but errors are limited enough so paper can be understood and contains two scholarly sources Paper contains errors of organization and grammar making it difficult to understand Total 20 100% Building trust between employees and management Wichita Business Journal (KS) "I wouldn't trust him as far as I could throw him," goes an old saying that registers contempt for another person. Trust is a crucial part of the leader-follower relationship and it is very delicate. How much we trust leaders is a measure of whether we believe in what they say and promise. The more followers trust their leader, the more committed and more loyal they are likely to be. It takes time to build trust, but a leader can destroy subordinate trust with one act. Conditions of trust Leaders who engender high trust typically meet four standards. * Full disclosure. It is not enough to tell the truth. Leaders need to fully communicate information that employees want to know. As one subordinate described her boss, "I can't fully trust her because she has a tendency to leave out some of the important items." Another employee said, "I want my boss to provide me with information even when I'm not smart enough to know what questions I should ask." * Frequent interaction. There is an old expression among lovers that says, "Distance makes the heart grow fonder -- for someone else." Trust deteriorates rapidly when leaders have little or not contact with their subordinates. Put differently, trust requires frequent contact. In general, there is less trust the leader in larger organizations than there is in smaller companies because size makes it hard for leaders to maintain frequent contact. * Personal knowledge. It is hard to trust people who do not know you. Leaders who have little personal knowledge of their followers have a hard time generating high trust. * Propensity to trust. Some people are naturally more trusting than others. Maybe it is because of trusting parents, early childhood experiences, or perhaps it is just in their genes. Some people can walk into a room full of strangers and assume that they are trustworthy. By contrast, others approach all people they do not know, and many that they do know, with skepticism. How to increase trust It is desirable for leaders to earn the trust of their followers. When followers trust, they are more committed to the mission, it is much easier for the leader to communicate complex information, and far less time is wasted in meetings -- and follow-up meetings. Leaders can increase trust in the following ways: 1. Communicate bad news early. Most of us have been in a meeting where the leader closed the meeting with, "Now, let's keep this information to ourselves. We need to figure out what we are going to do, and then we'll communicate it." Such a strategy is very risky. Bad news has a way of leaking through the tightest seals. Even when leaders are uncertain about how they are going to react to a bad situation, they can generate trust by openly communicating the issues early on in the process. 2. Meet and greet. Trusted leaders spend a lot of time mingling with their followers, even when there is no reason for them to do so. Hewlett-Packard popularized this notion with the expression, "Management by wandering around." To help followers develop trust, leaders get out of their offices and visit employees at their work sites. High trust leaders also make it easy for employees to drop into their offices, often by simply leaving the door open. 3. Get to know subordinates. Trusted leaders get to know their subordinates as people. As one subordinate proudly put it, "He knows my family members, my children's progress in school, and he understands that I have two pet cats." I do not suggest that leaders pry too far into the personal lives of their subordinates, but most employees will increase their trust of people they know and people who know them. GERALD GRAHAM is R. P. Clinton Distinguished Professor of Management at the W. Frank Barton School of Business at Wichita State University. Full Text: COPYRIGHT 2000 American City Business Journals, Inc. http://www.acbj.com/ Source Citation: Graham, Gerald. "Building trust between employees and management." Wichita Business Journal [KS] 10 Nov. 2000: 15. Business Insights: Essentials. Web. 9 May 2020. URL http://bi.gale.com.ezproxy.snhu.edu/essentials/article/GALE%7CA69065780?u=nhc_main Document Number: GALE|A69065780 This module continues the content from Module Five on shifting one’s mindset in order to achieve positive performance conversations. This module will examine the second mindset shift: eliminating judgment of the employee. Managers need to be able to differentiate between judgment and evidence. Judgment is one’s perception, feelings, assumptions, and opinions, whereas evidence is pertinent facts or specific proof. When a manager has been transparent with expectations and observed the employee’s performance, a gap may exist between the two that calls for a performance conversation. Recognizing the gaps between performance and expectations provides a manager the opportunity to communicate the performance gaps and identify the need for change. Figure 6.1 (Green, 2013) Performance conversations can be difficult because often managers focus on their own judgment and the employee’s attitude rather than evidence. Evidence is things that managers may observe such as employees’ actions, decisions, and choices. Managers should focus the conversation with the employee on evidence gathered and how the identified opportunities do not meet the established expectations. This will allow for a productive conversation between the manager and employee on improvements. Here are some examples of evidence versus judgment: Performance Feedback Based on Judgment Opinion Conclusions Conceptual Emotion-driven Provided for the benefit of the manager Intended to force change Performance Feedback Based on Evidence Factual Proof Concrete Free of emotional influence Provided for the benefit of the employee Intended to influence growth (Green, 2013) A manager’s goal is to change or improve employee performance. Using evidence as opposed to judgment forces the employee to review work performance as opposed to focusing on what the manager may think of him or her. Consider this statement from a manager to an employee: “You were not prepared for that meeting.” This is clearly a judgment. A better option may be, “You were not prepared with the copies of the reports I requested specifically, including the profit and loss statement.” You can see the second statement is based on fact and is therefore evidence. Establishing clear expectations with an employee is critical when having performance conversations. Basing performance conversations on evidence rather than judgment can foster mutual trust between an employee and manager and help embrace acceptance of the manager’s feedback. Reference Green, M. E. (2013). Painless performance conversations: A practical approach to critical day-to-day workplace discussions. Hoboken, NJ: John Wiley & Sons.
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