Harvard Case - Denise Frazer and Paolo Canto: A Case Vignette on Feedback - Denise Frazer's Perspective
"Denise Frazer and Paolo Canto: A Case Vignette on Feedback - Denise Frazer's Perspective" Harvard business case study is written by Joshua D. Margolis, Anthony J. Mayo. It deals with the challenges in the field of Organizational Behavior. The case study is 1 page(s) long and it was first published on : Aug 16, 2011
At Fern Fort University, we recommend a multi-pronged approach to address the feedback issues between Denise Frazer and Paolo Canto, focusing on improving communication, fostering a culture of constructive feedback, and enhancing leadership development. This approach aims to create a more collaborative and supportive work environment, ultimately leading to improved team performance and individual growth.
2. Background
This case study focuses on the strained relationship between Denise Frazer, a senior manager, and Paolo Canto, a newly hired employee, at a manufacturing company. Denise, known for her direct and sometimes harsh feedback style, has been perceived as intimidating and discouraging by Paolo. This has led to Paolo feeling demotivated and questioning his abilities, impacting his performance and potentially hindering his career growth.
The main protagonists are Denise Frazer, the senior manager, and Paolo Canto, the newly hired employee. Their contrasting personalities and communication styles create a conflict that highlights the importance of effective feedback mechanisms within organizations.
3. Analysis of the Case Study
This case study can be analyzed through the lens of several organizational behavior frameworks, including:
- Leadership Styles: Denise exhibits a transactional leadership style characterized by clear expectations, rewards for performance, and corrective actions for mistakes. This style, while effective in some situations, can be perceived as overly critical and demotivating, particularly for new employees. Paolo, on the other hand, thrives under a transformational leadership style, where leaders inspire and motivate their team members to achieve shared goals.
- Organizational Culture: The company culture seems to lack a clear framework for providing constructive feedback, leading to misunderstandings and negative perceptions. This highlights the importance of establishing a culture of open communication and feedback, where employees feel safe to voice their opinions and receive constructive criticism.
- Team Dynamics: The lack of communication and trust between Denise and Paolo creates a dysfunctional team dynamic. This can be attributed to their different personalities, communication styles, and the absence of clear expectations and feedback mechanisms.
- Motivation Theories: Paolo's demotivation can be explained by Herzberg's Two-Factor Theory, where hygiene factors (such as salary and working conditions) are not enough to motivate employees. He needs to experience motivators, such as recognition, achievement, and growth opportunities, to feel truly engaged and motivated.
4. Recommendations
To address the issues highlighted in the case, we recommend the following actions:
For Denise:
- Adopt a more constructive feedback approach: Denise should focus on providing specific and actionable feedback, emphasizing positive aspects and areas for improvement. She should avoid personal attacks and focus on the task at hand.
- Develop active listening skills: Denise needs to actively listen to Paolo's concerns and perspectives, demonstrating empathy and understanding. This will help build trust and foster a more collaborative relationship.
- Seek feedback on her own communication style: Denise should solicit feedback from colleagues and supervisors on her communication style and how it is perceived by others. This self-reflection can help her identify areas for improvement and adjust her approach accordingly.
For Paolo:
- Seek clarification and feedback: Paolo should proactively seek clarification from Denise regarding her feedback and ask for specific examples to improve his understanding.
- Develop assertiveness skills: Paolo should learn to express his concerns and perspectives in a clear and respectful manner. This will help him feel more confident in communicating with his manager and advocating for himself.
- Embrace feedback as a learning opportunity: Paolo should view feedback as a valuable tool for growth and development. He should focus on learning from his mistakes and applying the feedback to improve his performance.
For the Company:
- Implement a formal feedback system: The company should establish a clear and structured feedback system that encourages open communication, constructive criticism, and regular performance reviews.
- Provide leadership training: The company should offer leadership training programs that emphasize the importance of effective communication, feedback delivery, and building positive team dynamics.
- Promote a culture of continuous learning: The company should foster a culture that values learning and development, encouraging employees to seek feedback, share knowledge, and continuously improve their skills.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: By fostering a culture of open communication and constructive feedback, the company can enhance its core competencies in innovation, problem-solving, and employee engagement, aligning with its mission of delivering high-quality products and services.
- External customers and internal clients: Improved communication and team dynamics will lead to greater employee satisfaction and productivity, ultimately benefiting external customers through better product quality and service delivery.
- Competitors: By investing in leadership development and creating a more supportive work environment, the company can attract and retain top talent, giving it a competitive advantage in the market.
- Attractiveness ' quantitative measures if applicable: Implementing these recommendations can lead to measurable improvements in employee engagement, retention rates, and overall productivity, ultimately contributing to increased profitability and financial performance.
6. Conclusion
By addressing the issues of communication and feedback between Denise and Paolo, the company can create a more positive and productive work environment. This will lead to improved team performance, increased employee engagement, and a stronger organizational culture. It is crucial for both Denise and Paolo to adapt their communication styles and embrace a culture of constructive feedback to achieve these goals.
7. Discussion
Other alternatives not selected include:
- Replacing Denise: This could be a drastic solution and may not address the root cause of the problem.
- Transferring Paolo: This could be a temporary solution and may not address the underlying issues of communication and feedback within the company.
Risks and key assumptions:
- Resistance to change: Both Denise and Paolo may resist changing their communication styles and behaviors.
- Lack of commitment from leadership: The company may not fully commit to implementing the recommended changes, leading to limited effectiveness.
- Time and resources: Implementing these recommendations will require time and resources, which may be limited.
8. Next Steps
The following timeline outlines key milestones for implementing the recommendations:
- Month 1: Conduct leadership training sessions for Denise and other managers.
- Month 2: Implement a formal feedback system and provide training to all employees on its use.
- Month 3: Conduct individual coaching sessions for Denise and Paolo to help them develop their communication skills.
- Month 6: Conduct a follow-up evaluation of the implemented changes and make adjustments as needed.
By taking these steps, the company can create a more effective and supportive work environment, leading to improved employee performance and overall organizational success.
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Case Description
Denise Frazer and Paolo Canto, two HBS students, have decided to give each other feedback on their class participation. While Denise believes that she has provided concrete, actionable feedback to Paolo, she does not feel that Paolo is reciprocating. His feedback is general and superficial. Denise and Paolo have set a time to meet to discuss their latest class participation, and Denise has decided to use this time to address her issues with Paolo. This case should be used with its partner case: Denise Frazer and Paolo Canto: A Case Vignette on Feedback - Paolo Canto's Perspective.
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