Silence Is Deadly
Case Study
Silence is Deadly
Anil had been working with a group of managers and their director on preparing for some major restructuring within their large school district. A lot was going to be happening very soon and they wanted to be prepared. They all knew too well, that once it all started, any problems would be costly and would be played out in the local newspapers. As they approached this challenge, Anil noticed some uneasiness and quiet maneuvering surrounding two managers. He knew they couldn't go on unless they addressed this covert problem.It turned out that a couple of years earlier, these two managers have had a significant disagreement and, since then, they had stayed away from each other whenever possible. But, even with their attempts at careful avoidance, their once covert friction had grown loud and developed some teeth. There were enough issues to deal with without adding this subterfuge. And, too many other employees sincerely cared about these two managers. Loyalties would be strained if these two formidable players squared off. They had to resolve this quickly so that they could go into their restructuring free of clutter, and with a crystal clear and mutually accepted vision.Anil talked privately with these two managers and encouraged them to take the lead to resolve this matter. He suggested they use a structured, problem-solving approach to discuss this topic in front of their departments and the whole group, so that neither gossip nor misunderstandings would follow. They agreed. A whole group meeting was set up with Anil’s facilitation. Then, each taking turns, they each told their side of the story. As usual, they each harbored many misperceptions that needed to be cleared up. Clarifying what had happened, what had been said, and what had been meant was essential. Many misunderstandings were cleared up once and for all for all present. Some issues needed additional time and resources, so they theyre tabled to be addressed at a later
Silence is Deadly
Anil had been working with a group of managers and their director on preparing for some major restructuring within their large school district. A lot was going to be happening very soon and they wanted to be prepared. They all knew too well, that once it all started, any problems would be costly and would be played out in the local newspapers. As they approached this challenge, Anil noticed some uneasiness and quiet maneuvering surrounding two managers. He knew they couldn't go on unless they addressed this covert problem.It turned out that a couple of years earlier, these two managers have had a significant disagreement and, since then, they had stayed away from each other whenever possible. But, even with their attempts at careful avoidance, their once covert friction had grown loud and developed some teeth. There were enough issues to deal with without adding this subterfuge. And, too many other employees sincerely cared about these two managers. Loyalties would be strained if these two formidable players squared off. They had to resolve this quickly so that they could go into their restructuring free of clutter, and with a crystal clear and mutually accepted vision.Anil talked privately with these two managers and encouraged them to take the lead to resolve this matter. He suggested they use a structured, problem-solving approach to discuss this topic in front of their departments and the whole group, so that neither gossip nor misunderstandings would follow. They agreed. A whole group meeting was set up with Anil’s facilitation. Then, each taking turns, they each told their side of the story. As usual, they each harbored many misperceptions that needed to be cleared up. Clarifying what had happened, what had been said, and what had been meant was essential. Many misunderstandings were cleared up once and for all for all present. Some issues needed additional time and resources, so they theyre tabled to be addressed at a later