Tadeems@aol.com wrote:
In part,
>
> This manager had made it known that one of the other workers would most
> likely take over his management role (not sure why he did that).
...snip...
Did anyone...the departing manager, the director, HR...anyone ever
acknowledge that employee trust had been toyed with? The behavior you
describe is classic withdrawl after a betrayal of trust. The fact that
the group was so tight and communicated openly makes the fear of
management even more damaging.
I would be surprised if getting them to communicate would tell you
anything you don't already know. It sounds to me like they disagree with
a decision made by leadership. I would ask them individually why they
think the decision is wrong and insist that their reasoning be based on
business realities, not emotions. From there, it may be possible to
strike a happy medium everyone can live with. Also, having them vent will
not improve the situation if management isn't willing to make some changes
in how it makes decisions. They need to hear from their leadership that
something will change to avoid having this situation occur again. After
all, what has it cost to correct this situation? What would it have cost
to build the skills in Bill that management thought he lacked?
regards,
Vana Prewitt
vprewitt@bellsouth.net
--Vana Prewitt <vprewitt@mail.rdu.bellsouth.net>
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