John Baker, chief engineer of the Caribbean Bauxite Company Limited of Barracania in the West Indies, was making his final preparations to leave the island.
His promotion to production manager of Keso Mining Corporation near Winnipeg—one of Continental Ore’s fast-expanding Canadian enterprises—
had been announced a month before, and now everything had been tidied up except the last vital interview with his successor, the able young Barracanian Matthew Rennalls. It was vital that this interview be a success and that Rennalls leave Baker’s office uplifted and encouraged to face the challenge of his new job. A touch on the bell would have brought Rennalls walking into the room, but Baker delayed the moment and gazed thoughtfully through the window, considering just exactly what he was going to say and, more particularly, how he was going to say it. Baker, an English expatriate, was 45 years old and had served his 23 years with Continental Ore in many different places: the Far East; several countries of Africa; Europe; and, for the last two years, the West Indies. He had not cared much for his previous assignment in Hamburg and was delighted when the West Indian appointment came through.
Climate was not the only attraction. Baker had always preferred working overseas in what were called the developing countries because he felt he had an innate knack—more than most other expatriates working for Continental Ore—of knowing just how to get on with regional staff. Twenty-four hours in Barracania, however, soon made him realize that he would need all of his innate knack if he were to deal effectively with the problems in this field that awaited him.
At his first interview with Glenda Hutchins, the production manager, the whole problem of Rennalls and his future was discussed. There and then it was made quite clear to Baker that one of his most important tasks would be the grooming of Rennalls as his successor. Hutchins had pointed out that not only was Rennalls one of the brightest Barracanian prospects on the staff of Caribbean Bauxite—at London University he had taken first-class honors in the B.Sc. engineering degree—but, being the son of the minister of finance and economic planning, he also had political pull.
Caribbean Bauxite had been particularly pleased when Rennalls decided to work for it rather than for the government in which his father had such a prominent post. The company ascribed his action to the effects of its vigorous and liberal regionalization program that, since World War II, had produced 18 Barracanians at the middle-management level and given Caribbean Bauxite a good lead in this respect over all other international concerns operating in Barracania. The success of this timely regionalization policy had led to excellent relations with the government—a relationship that gained added importance when Barracania, three years later, became independent, an occasion that encouraged a critical and challenging attitude toward the role foreign interest would have to play in the new Barracania.
Hutchins, therefore, had little difficulty convincing Baker that the successful career development of Rennalls was of the first importance.
The interview with Hutchins was now two years in the past, and Baker, leaning back in his office chair, reviewed just how successful he had been in the grooming of Rennalls. What aspects of the latter’s character had helped, and what had hindered?
What about his own personality? How had that helped or hindered? The first item to go on the credit side, without question, would be the ability of Rennalls to master the technical aspects of his job. From the start he had shown keenness and enthusiasm, and he had often impressed Baker with his ability in tackling new assignments and the constructive comments he invariably made in departmental discussions. He was popular with all ranks of Barracanian staff and had an ease of manner that stood him in good stead when dealing with his expatriate seniors.
These were all assets, but what about the debit side? First and foremost was his racial consciousness.
His four years at London University had accentuated this feeling and made him sensitive to any sign of condescension on the part of expatriates.
Perhaps to give expression to this sentiment, as soon as he returned home from London, he threw himself into politics on behalf of the United Action Party, which later won the preindependence elections and provided the country with its first prime minister.
The ambitions of Rennalls—and he certainly was ambitious—did not, however, lie in politics. Staunch nationalist he was, but he saw that he could serve himself and his country best—for was not bauxite responsible for nearly half the value of Barracania’s export trade?—by putting his engineering talent to the best use possible. On this account, Hutchins found that he had an unexpectedly easy task in persuading Rennalls to give up his political work before entering the production department as an assistant engineer.
It was, Baker knew, Rennalls’ well-repressed sense of racial consciousness that had prevented their relationship from being as close as it should have been.
On the surface, nothing could have seemed more agreeable. Formality between the two was minimal.
Baker was delighted to find that his assistant shared his own peculiar “shaggy dog” sense of humor, so jokes were continually being exchanged. They entertained one another at their houses and often played tennis together—and yet the barrier remained invisible, indefinable, but ever present. The existence of this screen between them was a constant source of frustration to Baker, since it indicated a weakness he was loathe to accept. If successful with people of all other nationalities, why not with Rennalls? At least he had managed to break through to Rennalls more successfully than had any other expatriate.
In fact, it was the young Barracanian’s attitude—
sometimes overbearing, sometimes cynical—toward other company expatriates that had been one of the subjects Baker raised last year when he discussed Rennalls’ staff report with him. Baker knew, too, that he would have to raise the same subject again in the forthcoming interview, because Martha Jackson, the senior drafter, had complained only yesterday about the rudeness of Rennalls. With this thought in mind, Baker leaned forward and spoke into the intercom:
“Would you come in, Matt, please? I’d like a word with you.” Rennalls came in, and Baker held out a box and said, “Do sit down. Have a cigarette.”
He paused while he held out his lighter, and then went on. “As you know, Matt, I’ll be off to Canada in a few days’ time, and before I go, I thought it would be useful if we could have a final chat together.
It is indeed with some deference that I suggest I can be of help. You will shortly be sitting in this chair and doing the job I am now doing, but I, on the other hand, am 10 years older, so perhaps you can accept the idea that I may be able to give you the benefit of my long experience.”
Baker saw Rennalls stiffen slightly in his chair as he made this point, so he added in explanation, “You and I have attended enough company courses to remember those repeated requests by the personnel manager to tell people how they are getting on as often as the convenient moment arises, and not just the automatic once a year when, by regulation, staff reports have to be discussed.”
Rennalls nodded his agreement, so Baker went on, “I shall always remember the last job performance discussion I had with my previous boss back in Germany. She used what she called the ‘plus and minus technique.’ She firmly believed that when seniors seek to improve the work performance of their staff by discussion, their prime objective should be to make sure the latter leave the interview encouraged and inspired to improve. Any criticism, therefore, must be constructive and helpful. She said that one very good way to encourage a person—and I fully agree with her—is to discuss good points, the plus factors, as well as weak ones, the minus factors.
So I thought, Matt, it would be a good idea to run our discussion along these lines.”
Rennalls offered no comment, so Baker continued.
“Let me say, therefore, right away, that as far as your own work performance is concerned, the pluses far outweigh the minuses. I have, for instance, been most impressed with the way you have adapted your considerable theoretical knowledge to master the practical techniques of your job—that ingenious method you used to get air down to the fifth shaft level is a sufficient case in point. At departmental meetings I have invariably found your comments well taken and helpful. In fact, you will be interested to know that only last week I reported to Ms.
Hutchins that, from the technical point of view, she could not wish for a more able person to succeed to the position of chief engineer.”
“That’s very good indeed of you, John,” cut in Rennalls with a smile of thanks. “My only worry now is how to live up to such a high recommendation.”
“Of that I am quite sure,” returned Baker, “especially if you can overcome the minus factor which I would like now to discuss with you. It is one that I have talked about before, so I’ll come straight to the point. I have noticed that you are more friendly and get on better with your fellow Barracanians than you do with Europeans. In point of fact, I had a complaint only yesterday from Ms. Jackson, who said you had been rude to her—and not for the first time, either.
“There is, Matt, I am sure, no need for me to tell you how necessary it will be for you to get on well with expatriates, because until the company has trained up sufficient men of your caliber, Europeans are bound to occupy senior positions here in Barracania.
All this is vital to your future interests, so can I help you in any way?”
While Baker was speaking on this theme, Rennalls sat tensed in his chair, and it was some seconds before he replied. “It is quite extraordinary, isn’t it, how one can convey an impression to others so at variance with what one intends? I can only assure you once again that my disputes with Jackson—and you may remember also Godson—have had nothing at all to do with the color of their skins. I promise you that if a Barracanian had behaved in an equally peremptory manner, I would have reacted the same way. And again, if I may say it within these four walls, I am sure I am not the only one who has found Jackson and Godson difficult. I could mention the names of several expatriates who have felt the same.
However, I am really sorry to have created this impression of not being able to get on with Europeans—it is an entirely false one—and I quite realize that I must do all I can to correct it as quickly as possible.

Questions 1. What, in your opinion, did Baker hope to accomplish as a result of his conversation with Rennalls?
Did he succeed? Why or why not?
2. Did nonverbal communications play a part in this case? Be specific and give examples.
3. What could Baker and Rennalls have done to improve the situation described in this case?