Case: “We Need to Talk —Now”. Follow the instructions following the case study.
Case: We Need To Talk-Now Amonth ago you assumed the role of supervisor of one section of the clinical laboratories of Community Hospital, coming from the outside and taking over leadership of whatwas obviouslya discontented group of employees. It took you very little time to learn that your predecessor was not well liked and that this person’s penchant for whata couple of employees referred to as”three Rs”-rigid, rules, and regulations-was regarded with contempt and ridicule. This was not the first time you had entered into a strained situation, and your normal approach was to spend your first 3 months getting to know the people and the procedures before making any significant changes. On the first day of your second month on the job you were carrying your full lunch tray through the caf- eteria toward what you hoped would be a quiet corner when you were approached by four of your employees, three technicians and a receptionist. All four wore scowls and frowns, although one, the receptionist, appeared uneasy to the point of being afraid. One of the technicians said to you, “Look, you’ve been here long enough to know what we’ve had to put up with, and we demand to know what you’re going to do. Now!” Standing there holding a full tray, you glanced around at the crowd. A few people were starting to take notice of your little gathering. You quietly asked, “Right this minute? Isn’t this a little awkward?” Sufficiently loud to cause more heads to turn your way, the technician acting as spokesperson said, “Now!” Instructions In the form of an outline of sequential steps, describe how you are going to handle this confrontation with the four employees. Be as detailed as possible.
