Situation
The plant manager had a senior employee, vice president of the union, “dead to rights!” For the second time in a couple months, he left the shop early without signing out. It was an open and shut case. It took little time for the plant manager to draft and file the required letter.
Before the required next meeting, the plant manager had second thoughts. Following procedures would prove that everyone had to follow the rules, a message some staff still resisted. But there might be a different message for others: the plant manager was “beating up” a key union official.
Was there a better way? Coached by Varnum Consulting, the plant manager was urged to emphasize the need to avoid the common “win-lose” approach for conflicts. In a “win-win” approach, no one would lose. Maybe, just maybe, he could turn this into a sure win for himself and the Union official and into something that helped everyone.
At the meeting, the plant manager challenged the union VP, “George, you know the rules. You saw me standing there! Don't you understand why we have these rules? When you drive away with your car while you're still clocked in, you're still on my time. If you had an accident, we'd be liable! You have to clock out first!”
George first said nothing. After a moment's reflection he said quietly, “I'm wrong. No one ever explained the reasons for the rule like you did. I didn't understand. I won't do it again, ever!”
The plant manager asked the union men to step out. The supervisor was shocked at the plant manager's new alternative: “Would you object if I rescinded the letter? Look, if we didn't help George understand, we're partially at fault. And we've made our point about following the rules.” The supervisor didn't object.
Results
Inviting the union men back in, the plant manager told them of his decision to rescind the letter. They were amazed – and grateful! They left with incredibly broad smiles. As they left, the doubting supervisor said, “That was absolutely the right thing!” No one lost. Everyone won. The plant continued to hit its extraordinarily high goals, with few grievances.
