Question 1
Kiera and Rudy are in a contentious negotiation, with Kiera presenting as seemingly overconfident. One of the outcomes of being such overconfident is the stalled agreement between her and the regional manager, Rudy. As such, Kiera is disadvantaged in the conversation in the sense that she is unwilling to compromise, unable to listen to Rudy, and presents unprofessionally. Due to the lack of focus in the conversation, she attains mental and physical fatigue, attracting unwelcomed stress.
The primary focus area and point of interest for Kiera should be herself. This is because Rudy expects the best of her. She does not connect with Rudy; hence, she does not get full thoughts prior to her communication. One instance presenting her attitude during her communication with Rudy is her acknowledgment of a bandwidth that she could not possibly exhibit. She proceeds to describe in confusion that the greatest parts of the first projects have been completed, a reason she falls into fatigue and later frustration. Her lack of focus, as initially recommended by Rudy, led her not to concentrate but prepare a rebuttal.
Kiera should have listened to Rudy initially when presented with the 15-years old training materials for her new job. It was her desire to update them that led her into frustration. Besides, Kiera could have used statements to stop further exacerbation of arguments between her and Rudy. For instance, she could have acknowledged Rudy’s statements or recommend her thinking and presentation of feedback. It was critical to also focus on one side at a time. There was no point in handling multiple tasks, as she could have avoided many arguments with Rudy, encouraging her to focus her attention on the new roles.
Question 2
Rudy could have still focused on creating an appositive work environment and prevent Kiera from falling into fatigue and frustration. Initially, Rudy could have provided immediate feedback to Kiera in their conversation about the first assignment. During her updates, Rudy did not actively provide any feedback to intervene later when she was approached by the events manager. Any attempts to the evaluation of performance in her first assignment could have motivated her to undertake the mandated tasks. Besides, the motivation could have created a more rapid correction for any mistakes made in her initial assignments.
Rudy could have encouraged her to first go through the learning incentives before taking on the updates. As such, Kiera could have invested more in herself and her skills. In that way, she could have a renewed sense of an approach to the tasks assigned to her. Rudy could have also incentivized Kiera as soon as it was realized that her efforts exceeded the organization’s expectations. Instead of criticism and letting her perform the duties without supervision, Rudy could have recognized her, praised her, and offered any other form of compensation and reward to encourage her productivity.
No clear incentives were made when Kiera embarked on her first assignment. As such, there was little motivation to complete the updates. Rudy could have boosted her morale by coming clear on an incentive that Kiera could have worked for. Additionally, Rudy could have recommended collaboration and teamwork for faster completion of the initial assignments. Following that, she could have motivated her to meet the team goals and embark on the most important projects to avoid confusion. Through the various forms of motivation, Kiera could have fit better into the working environment than get presented with fatigue and frustration.
Question 3
Kiera is not empowered to work towards the new organization’s goals. One of the primary inhibitors to her great performance, as was shown in her previous organizations, is the lack of trust. A good working relationship is not established between Rudy and Kiera even before her initial task. Kiera saw insufficient trust levels with Rudy, and as such, she was still focused on proving her abilities. The lack of trust amongst the workers led her not to start over or have a new beginning in a new workplace.
Kiera also presents with fear for the unknown. More specifically, she fears changes, a reason she decides the tasks to complete in her first assignment. Besides, she was not presented with the vision and goals of the new organization, a reason she does not fit well with the firm. She also put her belief in her abilities; hence, she was not sure about the security of the new job. As such, she accepts other tasks, a reason Rudy is eager to understand how she would navigate the heavy bandwidth. Her fear also makes her unable to be inquisitive, report any progress or issues with the new assignment, and give ideas and suggestions to the company.
Kiera lacks the basic training required for her tasks. The inadequate training required for the new company led to her anger, confusion, and frustration. New work environments require changes to be initiated, yet the necessary tools were not utilized. As such, it was difficult to measure the progress made with the company. Kiera ought to have been focused on gaining new skills in quality management, adaptability, and collaboration with other workers to ensure success in her new profession.
