James G. Clawson, Elizabeth Ryan, Gerry Yemen
Darden School of Business (UV0749-PDF-ENG)
January 24, 2007
How do you tell one of your direct reports that they suck? This case examines the dynamics behind difficult conversations and giving and receiving feedback. Its purpose is to illustrate the negative effects that can result from difficult conversation and ways to reduce the risk of adverse consequences. The case also touches on relationships in the workplace and how they relate to the bottom line. In case A, students must decide whether to confront a worker with his hygiene problems. Case B offers a role-play situation to practice leading a difficult conversation. In case C, we learn that the discussion went terribly wrong, and in case E, readers get an epilogue.
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