1. Managing Difficult Interactions: Case Study
© 2009

2. Managing Difficult Interactions: Case Study
Objectives
Upon completion, you will be able to:
Analyze the scenario using the information from
the Managing Difficult Interactions knowledge
course

Recognize the skills and deficiencies exhibited
by the various individuals related to managing
difficult interactions

Recommend behaviors and strategies for the
individuals in the case study to use to improve
their ability to manage difficult interactions

© 2009 HRDQ

3. Managing Difficult Interactions: Case Study
The Organization
SuperSmart, Inc. is an after-school learning center for
kids ages 5-12. The company has been in existence
for 15 years and is headquartered in St. Louis.
It currently has 125 franchises in 30 states, primarily in
the Midwest. Expansion plans include adding 25 new
locations in the next year and entering California and
Texas for the first time.
The company is doing well but is always looking for
ways to minimize operating costs and maximize
profits.
© 2009 HRDQ

4. Managing Difficult Interactions: Case Study
The People
George: Stacy and Henry’s boss, who has been with the
company for eight years. Most of the time he’s an
easygoing guy, very relationship-oriented, and tries to
avoid conflict whenever possible.
Henry: One of George’s employees. He is a project
manager and has been with the company for just under
two years. He does a good job, but is still perceived as
the “new guy” since everyone else in the department has
been there longer, and he is self-conscious about that.
© 2009 HRDQ

5. Managing Difficult Interactions: Case Study
The People
Stacy: A project manager who has worked at
SuperSmart for three years. George has been
her boss the entire time. She excels at the task
side of her job, and is hoping to be promoted
into a management position.
© 2009 HRDQ

6. Managing Difficult Interactions: Case Study
George and Henry Meet
George stops by Henry’s office.
George: “Hey, Henry, I need to talk to you.”
Henry: “About what?”
George: “I want to let you know that Stacy is getting promoted and
you aren’t.”
Henry: “Are you kidding me? That is so unfair!”
George: “I know you don’t agree, but that’s the way it worked out
this year.”
© 2009 HRDQ

7. Managing Difficult Interactions: Case Study
Henry and George Continue Talking
Henry: “You never gave me a chance to make
my case.”
George: “It wouldn’t have made any difference.
You’re not ready to be promoted.”
Henry: “Why not? What do you have against me?”
George: “Calm down. I don’t have anything against you. You’re a good
employee with good technical skills. But you’re not a team player.”
© 2009 HRDQ

8. Managing Difficult Interactions: Case Study
Henry Blows Up
Henry: “What’s that supposed to mean? I don’t have a
group hug every day?”
George: “Now you’re just being silly.”
Henry: “Well, how am I supposed to feel? You always
take Stacy’s side. This is your fault and I’m tempted to
start job hunting.”
George: “Henry, get a grip. It’s not the end of the
world. It’s just for now.”
Henry: “Easy for you to say. You got your promotion,
though I’m not sure how.”
© 2009 HRDQ

9. Managing Difficult Interactions: Case Study
George Suggests a Break
George: “Henry, attacking me doesn’t fix anything.
Let’s table this for now and get back to it when you’re
in a better frame of mind.”
Henry: “Whatever ….”
© 2009 HRDQ

10. Managing Difficult Interactions: Case Study
George Tries Again
George realizes he needs to continue this
conversation with Henry. The next day, he
knocks on Henry’s door.
George: “Henry, if you’ve cooled off, we
need to discuss the situation. What you
didn’t give me a chance to say is that I
believe you can be promoted. You just have
to develop your skills in a couple areas. Are
you willing to talk about that?”
Henry: “The ‘team player’ business again?”
© 2009 HRDQ

11. Managing Difficult Interactions: Case Study
Henry Defends Himself
Henry continues: “We can talk about it. But what
does it mean? I do my job, I get promoted — or not
— based on my work, not someone else’s. So I just
don’t see where you’re coming from.”
George: “Here’s the way I see it. You tend to act
like you’ve got it all under control and give off a
‘leave me alone’ attitude.”
Henry: “So you’re saying people don’t like me?”
© 2009 HRDQ

12. Managing Difficult Interactions: Case Study
George Shares His Point of View
George: “Let me finish. What I’m saying is that if
you were more willing to listen to others, you
would learn something. And you have good
ideas to share, but people are less inclined to
listen to you when you don’t listen to them.”
Henry: “I don’t think that’s true at all.”
George: “Which part don’t you think is true? That you’re not willing to listen?
That you don’t have good ideas? That others don’t want to listen to you?
© 2009 HRDQ

13. Managing Difficult Interactions: Case Study
Henry Argues with George
Henry: “All of that. I don’t know what gives
you the idea that I’m not willing to listen to
others.”
George: “Well, for starters, you were
unwilling to tell anyone that you didn’t
know the budget variance software.”
Henry: “I did too know it; I just forgot some parts.”
George: “See, that’s a perfect example—just admit you don’t’ know
it. It’s okay not to know everything.”

14. Managing Difficult Interactions: Case Study
No Resolution
Henry: “I know a lot more than most other project
managers.”
George: “We’re getting off track here. - What’s going to
make you feel better about the situation?”
Henry: “If I get a promotion.”
George: “I already explained why that can’t happen
right now.”
Henry: “Well then, nothing will make me feel better.”
They end their meeting, but nothing has been resolved.
© 2009 HRDQ

15. Managing Difficult Interactions: Case Study
Henry Complains to His Friend
Henry is frustrated and calls his friend, Ed,
who works in Marketing.
Henry: “George told me that Stacy is getting
promoted and I’m not. Can you believe him?
He has never liked me!”
Ed: “Henry, whoa. I remember just a couple
months ago George nominated you for
Employee of the Month.”
Henry: “I’m sure he was just trying to get me
to do more work.”
© 2009 HRDQ

16. Managing Difficult Interactions: Case Study
Henry and Ed Continue Talking
Ed: “That’s a bit cynical. I’m sure there’s a
reasonable explanation. What did George tell
you?”
Henry: “Nothing, really. Just that I’m not ready
because I’m not a ‘team player,’ whatever that
means.”
Ed: “Well, did you ask him what that means? I
know it’s important in our department that we all
work together.”
Henry: “He thinks I could learn more from other
people.”
© 2009 HRDQ

17. Managing Difficult Interactions: Case Study
Ed Offers Advice to Henry
Ed: “I gotta say, Henry, that sounds pretty
reasonable. Why are you getting all worked up?”
Henry: “How would you feel if you didn’t get
promoted and someone else did? I deserve a
promotion.”
Ed: “Why don’t you try doing what George is
suggesting and see what happens? You might end
up getting that promotion more quickly.”
Henry: “Maybe.”
© 2009 HRDQ

18. Managing Difficult Interactions: Case Study
George Reflects
Meanwhile, George thinks about his interactions with
Henry. He knows he could have done a better job
sharing the information with Henry and handling the
situation when Henry got angry, but he’s not sure how.
© 2009 HRDQ

19. Case Study
Now What?
How did George contribute to making the interaction
with Henry difficult?
How did Henry contribute to making the interaction
difficult?
What should Henry do now?
What should George do now?
© 2009 HRDQ

20. Briefly respond to these questions below to complete the case study module.
•How did George contribute to making the interaction with Henry difficult?
•How did Henry contribute to making the interaction difficult?
•What should Henry do now?
•What should George do now?