Background/Fact Pattern

You and six other department managers are at a meeting chaired by your immediate superior, the vice president for patient services. The subject of the meeting is the manner in which members of this group, as well as other supervisors and managers, are to conduct themselves during the present union organizing campaign.

The vice president makes a statement concerning one way in which all managers should conduct themselves. You are surprised at what he said because earlier that day you read a legal opinion describing this particular action as probably illegal.

You interrupt the vice president with, “Pardon me, but I don’t believe it can be done quite that way. I’m certain it would leave us open to an unfair labor practice charge.”

Obviously annoyed at being interrupted, the vice president says sharply, “This isn’t open for discussion. You’re wrong.”

You open your mouth to speak again, but you are cut short by an angry glance.

You are absolutely certain that the vice president is wrong. He had inadvertently turned around a couple of words and described a “cannot do” as a “can do.” Unfortunately, you are in a conference room full of people, and the document that could prove your point is in your office.

Instructions:

Describe in detail any options you believe you can pursue in an effort to set the matter straight for all parties who received the wrong information as well as with the vice president, while incurring the minimum possible public disfavor by the vice president. Consider how emotional intelligence might play a role in your approach.