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Discerning the Real Problem

The document provides a guide for managers on how to navigate difficult conversations by distinguishing between the presenting problem and the real problem with employees. It emphasizes the importance of identifying observable behaviors and gathering facts to understand the underlying issues related to skill, clarity, priority, or resources. The guide includes examples and matrices to help managers analyze employee performance and assumptions effectively.

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3 views

Discerning the Real Problem

The document provides a guide for managers on how to navigate difficult conversations by distinguishing between the presenting problem and the real problem with employees. It emphasizes the importance of identifying observable behaviors and gathering facts to understand the underlying issues related to skill, clarity, priority, or resources. The guide includes examples and matrices to help managers analyze employee performance and assumptions effectively.

Uploaded by

pavanvejendla
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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The Manager’s Guide to Difficult Conversations

with Marlene Chism

Discerning the Presenting Problem from the Real Problem


Things are not always what they seem, and that includes problems with your employees. When you
have a problem with an employee, there are several steps you can take to discern the presenting
problem from the real problem.

The first step is to write down the presenting problem and to realize that the presenting problem is
usually filled with assumptions. The way to dissect the assumption is to first look at the observable
behavior. The next step is to get all the facts. An observable behavior is not a fact, but it is a behavior
that can be proven. For example, crossing arms, yelling, slamming a door, or rolling eyes. The facts
go a step further to help you determine all the puzzle pieces that make up the entire picture.

See the matrices below to see how to discern the presenting problem from the real problem.

Presenting Observable
The Facts
Problem Behavior

Patty has a poor Patty has been Patty’s supervisor has never had a conversation
work ethic. late for the last with Patty to correct the behavior.
two weeks.
Patty’s car broke down and she has had to wait for
her husband to come home from night shift to take
her to work.

Patty’s friend Nina who lives in the neighborhood


also works at the same company but has to come in
30 minutes earlier than Patty.

Step two is to take the facts and the observable behavior and then determine if the issue could be
related to skill, clarity, priority, or resource.

Now using the above example, let’s apply the learning.

Skill Clarity Priority Resources

There is no skill issue Patty may be receiving Patty has a resource


for Patty. mixed messages about problem. Her car broke
punctuality since her down. But she also
However, there may friend Nina comes in at has a resourcefulness
be a skill issue for a different time. problem because she
her supervisor who never thinks about
continues to avoid. carpooling with Nina.

The Manager’s Guide to Difficult Conversations with Marlene Chism 1 of 2


Did you notice that the above example is double-faceted? In other words, the issue is not just about
Patty but also about Patty’s boss.

Now let’s take a single-faceted example of an employee who keeps making mistakes. Using the matrix
below take a look at how that information may be related to skill, clarity, priority, or resources. Then
scroll down to see the assumptions that may be associated with the issue.

Skill Issues Clarity Issues Priority Issues Resource Issues

The employee isn’t The employee is The employee does The expectations
doing the job to not clear on the not connect the dots outweigh the reality
satisfaction. boundaries, the about what matters of what is possible.
expectations or most; that is, taking
Too many mistakes the policy. out the trash when The employee is not
are being made. the priority is to a critical thinker and
Policies are answer a sales call. is not resourceful.
The employee is inconsistently
insecure or afraid to followed. The mission and Employees are
do parts of the job. vision are only on the expected to do more
There is a lack of website but are not with less and feel
communication really practiced. burned out.
updates.
Mixed messages are
received about what’s
important (also a
clarity issue).

Assumptions Assumptions Assumptions Assumptions

The employee doesn’t A workshop would The employee There’s not enough
care or is lazy. help everyone get doesn’t care about time or budget.
along better. the business result.
The employee has an That we can continue
“attitude problem.” Employees are just Customer service forever without
immature. doesn’t matter to adding resources.
The employee isn’t the employee.
smart enough. It’s an employee issue
and not a leadership
issue.

The Manager’s Guide to Difficult Conversations with Marlene Chism 2 of 2

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