Prompt: “Read the following excerpt from an e-mail sent by a CEO to 400 company managers at a high-technology company called Cerner. Reflect on the eight attributes of supportive communication and detail how you might apply those over the next 30 days in your job to avoid some of the problems associated with this communication.”
“We are getting less than 40 hours of work from a large number of our K.C.-based EMPLOYEES. The parking lot is sparsely used at 8:00 A.M.; likewise at 5 P.M. As managers – you either do not know what your EMPLOYEES are doing, or you do not CARE. You have created expectations on the work effort that allowed this to happen inside Cerner, creating a very unhealthy environment. In either case, you have a problem and you will fix it or I will replace you. NEVER in my career have I allowed a team that worked for me to think they had a 40-hour job. I have allowed YOU to create a culture that is permitting this. NO LONGER.”
As I read the excerpt from the e-mail sent by a CEO at Cerner to 400 company managers, I just kept thinking I would want to quit my job if I was one of the 400 managers on the receiving end of this negative, abrasive, and not-well-thought-out communication. Supportive communication focuses on either maintaining or building upon positive relationships while communicating about difficult topics, such as problems or providing negative feedback. On the other side of supportive communication, issues are addressed, but relationships are not damaged (Whetten & Cameron, 2016). There is not one word of supportive communication in the email. In fact, it threatens to end relationships if the issue is not resolved. Interpersonal relationships are very important to the health and viability of an organization. The way something is communicated can either foster healthy growth and build relationships, or it can impede growth and destroy relationships.
The Cerner email would definitely cause feelings of defensiveness and disconfirmation. Whetten & Cameron (2016) explain that defensiveness happens when someone “feels threatened or attacked and self-protection is paramount” (p. 197). The negativity brought by this communication would result in wasted time as managers became caught up in planning defenses and communicating with each other about it. The Cerner email opens doors for feelings of disconfirmation: feelings of incompetency, unworthiness, or insignificance. Feelings of disconfirmation waste time and energy as individuals seek ways to prove their worth and they lead to reduced motivation (Whetten & Cameron, 2016).
In relation to the eight attributes of supportive communication (Whetten & Cameron, 2016) and implementing them in my workplace over the next 30 days, I will definitely avoid sending any email that reads like the Cerner email. Communications from me will be honest without being negative. As an example, I was recently presented with the possibility of additional workload that would involve travel and event planning. I was able to effectively and honestly explain why I didn’t believe that I was the best person for such a role, as I’m very introverted and more comfortable navigating in the digital world. In return, and as a result of supportive communication about the topic, my colleague and I were able to be innovative and develop a new plan. This real-life example proves to me that supportive communication can lead to innovative problem solving. This example is also related to the attribute of being descriptive and not evaluative, as I was able to describe objectively and assist with development of an alternative after we evaluated actual needs.
In the next 30 days, I can also remain focused on a problem, if one presents itself, and not cross over into placing blame on a person in relation to the problem. I will consider problems in a specific rather than global way, keeping focus on actual events, behaviors, etc. In the Cerner email, there is no mention of meeting to collaborate about how to address the issue, just fix it or you’ll be replaced, which is disjunctive. The Cerner email also brings feelings of invalidation to the forefront, even to the point of informing managers that they will lose their jobs if they don’t “fix” the situation. Rather, I will use validating language that uplifts my colleagues, such as positively recognizing their strengths, expressing my respect for them, and being open to collaboration or discussion. I recently did this with a colleague who makes very wise decisions. I let him know that I think he is wise and that his decision making is excellent because of this wisdom. I will continue to notice the best in my coworkers and compliment them.
The Cerner email does not focus on specific instances or people involved, rather it takes a broad approach and places blame on all managers and employees. Sometimes as a team member it can be an easy default to say “We did this…” or “It was us…” without being more specific. This shows me the importance of taking responsibility for my own actions and communicating in “I” statements, rather than “we” or “us.” I will listen to my colleagues and consider their points of view on topics before making comments or giving responses, taking time to reflect on our conversations. And I will avoid one-way communication that only gives voice to one side of a topic or issue, and I will encourage more open communication with those on my team. The Cerner email has a definite hierarchy established in its communication, which I would avoid as well. Words like EMPLOYEE in all caps are alarming and offensive. I would choose to use “colleague” – lowercase – instead.
Understanding the importance of supportive communication, and how to effectively implement its prescribed techniques, leads to stronger and healthier interpersonal relationships that foster growth and innovation in an organization. In order to avoid negative feelings such as defensiveness and disconfirmation, supportive communication should be utilized and encouraged throughout organizations, at all levels.
Cynde Puckett | MSLD 520 | Dr. Braziel | June 26, 2021 | Reflection Blog Assignment
Reference
Whetten, D. A. & Cameron, K. S. (2016). Developing management skills, 9th ed. Boston, MA: Pearson.
Cynde Puckett-Valenti 