Page 75 - Communication in Organizations Basic Skills and Conversation Models

8

The personal problems interview

Practical example

F&B Manager Harry Haddock has been under the impression that one of his headwaiters,
Alex Armstrong, is not functioning as well as usual. Alex looks tired, and is often absent-
minded during meetings. Remarks from Alex’s team of waiters have made it clear that
Alex has been rather irritable. For example, if the guests have to wait a little longer than
usual, Alex gets into a state, even if the guests haven’t noticed the delay. Due to this,
Alex’s relationship with his team is deteriorating. Harry is wondering what’s wrong.
Things cannot go on like this, something has to be done. Harry is not looking forward to
talking with Alex. He knows Alex is very touchy and very private when it comes to
personal matters. Nevertheless, he decides to invite Alex for a personal interview. Alex
arrives at the arranged time.

Introduction

In the practical example above we see that Harry Haddock is under the impression that
Alex Armstrong might be having some personal problems that are affecting his work.
The example ends at the moment when Harry is about to undertake a special and difficult
part of his job as manager: conducting a conversation with an employee about
(suspected) personal problems. In our example Harry Haddock initiated this conversation,
which is difficult to do since he will have to state his reasons. Whether Alex wants this
interview remains to be seen.
If employees in an organization experience personal problems, they will not usually
flaunt them. We are not suggesting they should. Everyone has problems and should be
able to decide for themselves whether and with whom they choose to discuss them.
Therefore we make a clear distinction between personal problems that do not affect work
and those that do (or seem to). In the latter case it might be in the interests of both
employee and organization to have an opportunity openly to discuss personal problems.
Often the person in charge should take the initiative for such a discussion.
Sometimes, however, employees will voluntarily approach either their manager or a
colleague.
Our aim in this chapter is to present an interview model which managers can use in
personal problem interviews. First we will compare two styles of dialogue: the diagnosis-