Please follow Guidelines and Rubric for this assignment.

Review the company overview and the case study overview in the Final Project Case Study document. Create an outline of the pattern of facts leading up to the case study conflict, including the identification of stakeholders in the conflict. Your outline will help you determine the fact pattern needed to complete Milestone One in Module Three.

Your outline must include these critical elements:

**The pattern of facts leading up to the case study conflict

**Identification of all the stakeholders in the conflict

Guidelines for Submission:

Your outline should be submitted as a Microsoft Word document with double spacing, 12-point Times New Roman font, one-inch margins, and APA formatting. Article: Difficult Conversations: 9 Common Mistakes “Whendifficult conversations turn toxic, it’s often because we’ve made a keymistake: we’ve fallen into a combat mentality. This allows theconversation to become a zero-sum game, with a winner and a loser.” Thisarticle details nine common mistakes made in difficult conversations.

Managers have a multitude of responsibilities, but among the mostimportant is effectively communicating with employees. Situationalcommunication is important; often, this means simple day-to-dayinstructions, review of projects or work responsibilities, or even dailyworkplace conversations. When conflict does arise, managers need toresolve the issues and also, at times, have difficult performanceconversations. Managers cannot avoid difficult conversations becausethey are uncomfortable. Avoidance is detrimental to the business, solearning to give feedback and have performance conversations is criticalfor managers.

What prevents managers from having these conversations? Lack of time,unwillingness to recognize the importance of performance conversations,and fear of conflict are a few of the possible reasons managers mighthope that the need for these conversations will go away. But, the needdoes not go away and it is likely that conflict or performancedeficiencies will continue. Unfortunately, this can lead to damagedrelationships, poor productivity, and even high turnover.

Managers can effectively separate personal feelings from professionalfeedback and communication by focusing on the facts of the situation.By eliminating the fear of the conversation, managers will be able tomove a step closer to successful conversations with their employees. Theability to understand an individual’s own communication style will alsohelp craft an effective conversation with other employees. A managers’ability to identify her or his style can promote productiveconversation.

Building confidence to confront difficult conversations is a firststep to having difficult conversations. Knowing that the conversationsmust take place helps change a manager’s mindset from avoidance toacceptance. Performance problems rarely solve themselves. It takescommunication to bring the issue to the employee’s attention and createan action plan to repair the deficiency.

Managers have to embrace their responsibility to the organization andbe honest, open, and fair with their employees, especially regardingperformance feedback. Managers can be mentally prepared for theperformance conversation journey by managing their own emotions,planning for the conversation, knowing their own communication style andthat of their employees, and having their feedback and examples readyto share.