WORKPLACE COLLABORATION
his thinking and damage the trust Adam has in him, asks Adam to sit to continue the conversation. He knows he does not have his ‘emotional footing,’ so he asks Adam questions to allow his mind to begin processing this information. This also gives Adam time to express and expend his emotional energy (a must to continue the conversation in a professional manner). Jason focuses his thinking solely on resolving the situation, and pushes aside thoughts of how he will explain it to his boss.
INTERACTIONS WITH OTHERS Look at questions 1, 3 and 5. How did you fare on these?
• Act empathetically in your responses when a crewmember is under pressure or asking for help? Many people have a misguided notion of what empathy means. It is not crying (with them if they are) or mirroring their expressions. It is putting yourself in their situation and understanding their thinking and feeling. It is understanding that they are not at the top of their game and they need some support. It is not ridiculing or saying clichés like “calm down,” “settle down” or “it will all be OK.” These actually harm and not help.
• Respect the feelings of others when you are angry, upset, jealous or afraid? It can be difficult to relate to someone else’s good news when you are not feeling happy for them. It can also be difficult to not bring up negative scenarios, or relate your own misgivings at this time.
• Accurately assess the other person’s feelings and act appropriately? We all know of people who will make jokes “trying to lighten the mood” or slip in a negative comment to downplay another’s success. This shows an insensitivity to others and builds a barrier between you both.
Example: Employee Ed appeared
distracted. It took him longer than normal to complete tasks. He often paused, stepping back as if looking at the situation from a broader perspective. There were times when Ed would look around, hoping to find someone nearby to talk with. Supervisor Sara noticed that he was alone most of the morning; others seemed to avoid him. Stan debated if he should approach him or just let him work it out for herself.
Again, there are two scenarios that can play out:
a.) Like others, supervisor Sara can avoid Ed. If she must walk past him, she will make light of his actions (“Having a hard time there?” said with a chuckle) and not stop to hear his response. If she does stop and listen to Ed, her responses will be the Chinese fortune-cookie type: “Everything will work out,” “These things happen for a reason,” and, “You’ll be fine — you always are.”
b.) Supervisor Sara can take control of the situation, approaching him by asking, “Ed, is everything OK?
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