Based on the transcripts you read in Module Three and this module's reading, analyze the heuristics of the transcripts and determine how they impacted the interactions in the workplace. Additionally, determine the influence of cultural differences on the conflict. The transcripts can be found in the Final Project Case Study. Your draft must include these critical elements:

III.Analyzing Heuristics to De-escalate Conflict

In this section, you will analyze the heuristics in the transcripts of the final case study provided and determine how they impacted the interactions in the workplace.

• Appraise the heuristics you found in the transcripts that were the most relevant to the conflict in this case. Support your appraisal with specific examples. For example, was there a bias such as “more is better” or “faster is better”?
• Determine how this heuristic resulted in impressions of bias that negatively impacted workplace interactions in this case. Support your determination with specific examples. For example, did a heuristic of “people who look like me do a better job” result in a perception of discrimination?
• Determine what techniques your colleague might recommend to help the stakeholders use their past experiences to positively benefit similar interactions moving forward. Support your determination with specific examples.

Guidelines for Submission: Your paper should be 2 to 3 pages in length with double spacing, 12 Times New Roman, and APA formatting.

Module Five focuses on the first of four critical mindsets managersshould employ to help when having difficult performance conversations.The following are the four critical mindsets:

1. Lead with behavior
2. Eliminate judgment
3. Inquire with purpose
4. Be clear

Each of these four critical mindsets will be featured in Modules Fivethrough Eight. The first mindset, lead with behavior, is an approach toencourage managers to focus on the employee’s behavior rather thanattitude. Behaviors are the ways in which peopleconduct themselves often towards others and the ways people react inresponse to certain situations. Conversely, attitudesare set ways of thinking or feeling about someone or something.Behaviors can be changed, whereas attitudes are much more difficult tochange. By focusing difficult conversations on behaviors, managers canpoint out specific examples of performance opportunities. Along withidentifying behaviors that need to change, managers can gainunderstanding from the employee by leaving little room for doubt aboutan expected change.

An important component to focusing performance conversations onbehavior is the manager’s ability to identify behaviors versusattitudes. For example, a manager may identify an employee as a personwho knows it all, but that is an attitude. This can be exhibited as abehavior when the employee has a habit of interrupting people duringstaff meetings. This behavior is an action that can be pointed out tothe employee by the manager. Managers should look for the evidencesimilar to this type of employee behavior when planning a performanceconversation. Behavioral actions are best approached as an opportunityfor the employee to improve with manager guidance.

Evidence-based actions are based on what a manager observes about anemployee’s performance, not what the manager assumes. Managers observeperformance and draw assumptions based on what they see. Keeping theconversation focused on the observable facts rather than assumptionsallows employees to understand exactly where their performance isfalling short of the manager’s expectations.

A component of managers’ change in mindset is building relationshipsbased on trust. Being open and honest while providing observablefeedback to employees enhances the relationship and mutually buildstrust. These behaviors exhibited by the manager show employees that themanager has their best interests in mind. Collectively, the actions helpbuild a trusting relationship that is critical between employees andmanagers. Another way to build trust is to communicate openly and often.Communication is the key to building trust by delivering key messagesto employees.

When there is a breakdown in communication between the manager andemployee, it can be useful to use a mediator to assist in resumingeffective communication. Allowing a breakdown in communication tocontinue can be harmful to employee performance, culture, andorganizational achievement of goals. In order to avoid this situation,organizations often use a mediator to ensure that communication continues. If a mediator cannot bring the parties together to continue the conversation, an arbitratorcan be used. This is a person who will hear both sides of an issue andmake a binding decision on the outcome. Finally, if neither of thoseoptions is successful, an ombudsman can be helpful to get the parties tospeak and resolve the conflict. An ombudsman is a person responsible for investigating the issue and resolving the complaint.

Library Article: How Leaders Can Communicate to Build Trust“The leaders who win are those who communicate openly and often, have aclear and committed communications policy . . . initiate formal andinformal programs and assess their own performance.” This articledetails how senior human resource executives and communication leadersbuild trust in their communication with their employees.

Video: The Confident Supervisor: Conflict Management: Supervisor Training (cc) (3:04)This is a supervisor training video on how to handle difficultconversations, such as inappropriate dress in the workplace.

Library Article: Driving Workplace Performances Through High-Quality Conversations (Optional)“Numerous research studies over the years have attempted to answer thequestion ‘what constitutes successful leadership?’ These studies havehelped the author learn a great deal about leadership success, includingthe competencies that align with leadership success and the personalityfacets that might enhance or inhibit performance.” This article detailsthe skills leaders need in order to have effective interactions withteam members, subordinates, peers, and other colleagues.