Scenario 1: Veronica’s Urgency Trap
Veronica found herself in an exceedingly stressful state. The company’s top management initiated lofty recruitment objectives with the anticipation that she discovers various ways of accomplishing the goals by the end of the month. To satisfy the expectations, she became a casualty of the urgency trap of being considered as an arrogant, detached leader. The trap was instigated by the stress to accomplish, in combination with a stringent time limit. The outcome of the trap was ineffectual management. She initiated the micromanagement of the team by getting involved in duties that she had earlier entrusted them to accomplish. Rather than engaging the team for backing, her activities communicated distrust in their capabilities. This diminished the team’s drive and similarly resulted in demotivation to the teams towards the recruitment objectives. Moreover, the usually free mode of communication with the group turns out to be a one-way soapbox. Short-lived, to-the-point discussions substituted the individual, welcoming conversations they frequently shared.
The group became progressively incoherent as Veronica was further alienated. Nonetheless, there are various ways to prevent overreacting when the urgency trap raids. One of the methods involves integrating the Eisenhower Matrix, similarly recognized as an urgent-important quadrant (Miller & Jones, 2019). This mechanism may help Veronica prioritize responsibilities by positioning responsibilities in a quadrant based on resolve and significance. The responsibilities in every quadrant are later tackled through diverse working strategies. For instance, extremely vital responsibilities must be the center of attention and swiftly completed compared to other quadrants (Miller & Jones, 2019). Critical but less significant responsibilities are given to other individuals for execution. This is a unique mechanism for categorizing tasks in a convenient, prioritized means. She may also have eluded the urgency trap by regulating her communication to an amicable level. She should be more engaging to illustrate that she is essentially concerned for their interests. The takeaway from the scenario is that it is essential to have faith in the team to manage various tasks, integrate supportive communicating mechanisms, and show great concern for the team’s interests to enhance cohesiveness.
Scenario 2: Kale Stressful Situation
Kale is considered to be in a stressful situation. Being a leader of an enormous group and compelled to reduce the group may be stressful to Kale, personnel being rendered jobless, and the remaining personnel. The pressure arising from each category may be devastating. However, various modes are combating the situation. Foremost, Kale may integrate his critical thinking abilities, for instance, by placing himself in the personnel positions, thoroughly thinking through complications ahead of communicating them, and solving the challenges from a different standpoint. By utilizing Kale’s emotional intelligence, he can exhibit sympathy to his personnel through a difficult period. Kale should be posing queries to his personnel regarding their experiences and emotional state.
During the execution of these aspects, Kale must utilize “we” when communicating with staff members. For instance, minor aspects, such as handshakes and confining his phone, may assist Kale in conveying a message that he is engaged and observant to the needs of the employees. Moreover, offering practical/genuine individual assistance or instantaneous resolutions to his worker’s problems makes them feel more contented and comfortable. Kale may also reduce his strain through the integration of the Urgency reflective technique. Kale does not possess the power to alter the decision of employees being laid off. Cooperation with employees creates an emotional link with the administrator. He may recompense employees before being laid off by requesting the top management to complement their diligence and commitment towards the corporation. This may not only bring a sense of relief to the members of staff but also for Kale.
Miller, B., & Jones, A. (2019, September 15). What Is the Connection between Communication and Critical Thinking? Retrieved September 26, 2019, from https://www.wisegeek.com/what-is-the-connection-between-communication-and-critical-thinking.htm
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