Read the case entitled Rejected Plans below:

SUSETTE:	How did your meeting go with Mr. Schmidt yesterday?
LEONARDO:	Well, uh, it went . . . aaah . . . it was no big deal.
SUSETTE:	It looks as if youre pretty upset about it.
LEONARDO:	Yeah, I am. It was a totally frustrating experience. I, uh, well, lets just say I would like to forget the whole thing.
SUSETTE:	Things must not have gone as well as you had hoped they would.
LEONARDO:	Ill say! That guy was impossible. I thought the plans I submitted were very clear and well thought out. Then he rejected the entire package.
SUSETTE:	You mean he didnt accept any of them?
LEONARDO:	You got it.
SUSETTE:	Ive seen your work before, Leonardo. Youve always done a first-rate job. Its hard for me to figure out why your plans were rejected by Schmidt. What did he say about them?
LEONARDO:	He said they were unrealistic and too difficult to implement, and . . .
SUSETTE:	Really?
LEONARDO:	Yeah, and when he said that I felt he was attacking me personally. But, on the other hand, I was also angry because I thought my plans were very good, and, you know, I paid close attention to every detail in those plans.
SUSETTE:	Im certain that you did.
LEONARDO:	It just really ticks me off.
SUSETTE:	Ill bet it does. I would be upset, too.
LEONARDO:	Schmidt has something against me.
SUSETTE:	After all the effort you put into those plans, you still couldnt figure out whether Schmidt was rejecting you or your plans, right?
LEONARDO:	Yeah. Right. How could you tell?
SUSETTE:	I can really understand your confusion and uncertainty when you felt Schmidts actions were unreasonable.
LEONARDO:	I just dont understand why he did what he did.
SUSETTE:	Sure. If he said your plans were unrealistic, what does that mean? I mean, how can you deal with a rationale like that? Its just too generalmeaningless, even. Did he mention anything specific? Did you ask him to point out some problems or explain the reasons for his rejection more clearly?
LEONARDO:	Good point, but, uh, you know . . . I was so disappointed at the rejection that I was kinda like in outer space. You know what I mean?
SUSETTE:	Yeah. Its an incapacitating experience. You have so much invested personally that you try to divest as fast as you can to save what little self-respect is left.
LEONARDO:	Thats it, all right. I just wanted to get out of there before I said something I would be sorry for.
SUSETTE:	Yet, in the back of your mind, you probably figured that Schmidt wouldnt risk the companys future just because he didnt like you personally. But then, well . . . the plans were good! Its hard to deal with that contradiction on the spot, isnt it?
LEONARDO:	Exactly. I knew I should have pushed him for more information, but, uh, I just stood there like a dummy. But what can you do about it now? Its spilled milk.
SUSETTE:	I dont think its a total loss, Leonardo. I mean, from what you have told mewhat he said and what you saidI dont think that a conclusion can be reached. Maybe he doesnt understand the plans, or maybe it was just his off day. Who knows? It could be a lot of things. What would you think about pinning Schmidt down by asking for his objections, point by point? Do you think it would help to talk to him again?

LEONARDO:	Well, I would sure know a lot more than I know now. As it is, I wouldnt know where to begin revising or modifying the plans. And youre right, I really dont know what Schmidt thinks about me or my work. Sometimes I just react and interpret with little or no evidence.
SUSETTE:	Maybe, uh . . . maybe another meeting would be a good thing, then.
LEONARDO:	Well, I guess I should get off my duff and schedule an appointment with him for next week. I am curious to find out what the problem is, with the plans, or me. (Pause) Thanks, Susette, for helping me work through this thing.

Questions for discussion:

1) Try to match up statements from the case with the 8 principles of supportive communication covered in Chapter 4. See if you can identify at least one statement for as many of the 8 principles as you can. For example, the first statement by Leonardo obviously is not very congruent, but the second one is much more so.

2) Try to identify statements which illustrate each of the 4 Communication Response Styles outlined in the textbook (Advising, Deflecting, Probing, Reflecting). Identify at least one statement for each of the 4 styles.

3) Which statements in the conversation were most helpful in enhancing supportive communication? Which were least helpful, or could have produced defensiveness or closed off the conversation?

4) If you were the coach of Susette, how would you assist her in being more competent as a supportive communicator? How would you coach Leonardo to be more supportive even though it is he who faces the problem?