Chapter 15: Handling Conflicts Requiring Direct Confrontation
ANSWERS TO TRUE/FALSE QUESTIONS FROM THE TEXT
1. F (Invoking a consequence is not one of the essential three elements of the assertive
ANSWERS TO MULTIPLE CHOICE QUESTIONS FROM THE TEXT
1. c (This is a labeling statement. It is not specific with respect to identifying the behavior that
2. b (Option a. is incorrect because the basic message is sufficient without adding other
change.)
3. c (There is a big difference between “may have engaged in misconduct” and “did engage in
SUGGESTED ANSWERS TO DISCUSSION QUESTIONS FROM THE TEXT
1. Students may have many scenarios to discuss. In general, the assertive confrontation message
should be used if you have a direct message to convey and you expect or desire an individual
2. There is some debate on the value of progressive discipline, which is why some practitioners
SUGGESTIONS FOR THE CASE FROM THE TEXT
Case: Confronting an employee with a conduct issue
Starting tips: Give students time to read the case study in class. Allow time to openly discuss
the case questions and to work through the facts and assertive script together. Allow for open
debate on the best way to approach the situation.
Desired outcomes: The students should be able to walk through the various components of an
investigation as outlined in the text to arrive at a concrete approach on how to conduct the
investigation. Similarly, they should be able to walk through the various components of the
Suggested summary: Students should have a clear understanding of not only the mechanics of
TEST QUESTIONS
True or False questions (each worth 1 or 2 points)
__F__ 1. The basic assertive confrontation message includes three components: 1) describe the
behavior, 2) state the desired change, and 3) choose a consequence.
Multiple Choice (worth 2 or 3 points each)
a. The process a manager goes through to evaluate a disciplinary action he is about
to invoke to be certain that the discipline is appropriate
assertive confrontation message, you should not:
a. Ask him to take a short break and then return so you can discuss the matter
d. Hold the session in private
Short Answer essay questions (each worth up to 10 points)
1. List and briefly describe the steps to conducting an investigation of misconduct. Then,
describe the three possible conclusions that can be drawn upon completing such an
investigation.
Answer:
As discussed in the text, the steps are:
1. Determine the appropriate individual to investigate. Serious issues may require human
2. When possible, obtain a written complaint. This is always preferable, but is not required.
3. Interview the complaining or aggrieved person. The manager should get the basic facts,
4. Notify the appropriate parties regarding the complaint. The complaint may involve
alleged perpetrator also has a right to be notified.
5. Interview the alleged perpetrator. Obtain the facts from his or her point of view. Assure
6. Interview relevant witnesses. To the extent witnesses were involved, interview them, but
7. Obtain all relevant physical and electronic evidence. Request this information from the
8. Evaluate the evidence. Consider whether the evidence supports the complaint and
9. Reach a conclusion and take appropriate action. The three possible conclusions are:
(1) The employee violated the policy. The parties should be notified of the outcome
(2) The investigation was inconclusive. Although a violation may have occurred,
(3) No violation has occurred. Evidence does not support a finding that a violation
2. List at least three considerations when meeting with someone to address a performance issue:
Answer:
As stated in the text, these considerations include:
Tend toward the “softer side” when delivering the assertive confrontation message.
3. When delivering an assertive confrontation message to an employee, you must be careful not
to become defensive or reactive if the employee becomes angry or argumentative. Describe
measure you can take to remain calm and focused when delivering such a message
Answer:
As stated in the text, these measures include:
Plan for it. As you prepare to approach the employee, know the buttons the employee
Don’t be baited. Refuse to engage in argument or debate with the employee. The
employee may try to put you in a position where you will feel a need to defend your
Set limits. If the employee’s personal attacks move from basic statements regarding how
you execute your role as manager to deeply hurtful comments about your personal life or
End the meeting when warranted. As noted previously, giving an employee time to
work through his anger can be a natural and productive process which can serve as a