Teaching & Exercising Discipline

Definition

Comes from disciple: one who learns, one who follows the teachings of another.

To discipline a dog or child is to teach it how to behave, to train it.

Hence - process of teaching people how to adhere to various rules.

Should not be looked at as a process of punishment for infractions. The motto is to lock the stable door before the horse bolts, or to use another analogy from Taoism. it is too late once the moment has passed. You must get your staff to operate the way you want them to, and to do it willingly, because they know the reasons why.

Why disciplinary occasions occur

Rules are not known by employees

• Not given to them in orientation by company or department
• Not promulgated - notices, newsletters, signs

Rules are known but not understood

• Poor communication [see Outline 20]
  • Wrong code
  • Wrong channel
  • Wrong language

 

Remember that your staff may not have your level of literacy, knowledge or experience

Rules are known and understood - but not enforced

• Need to be revised regularly
  • If no longer needed - delete and promulgate new rules if necesaary
  • If still needed, rewrite, emphasise, implement
    
• One off application could be translated as discrimination
• New managers should ascertain currency of rules

Rules are unreasonable or unenforceable

• Unfair,
• Obsolete, eg no smoking in area which used to be dangerous but is no longer
• Punishments too big for crime (any stealing >> sacking : for stealing a pen?)

How to investigate

Fact v opinion

• investigate as soon as possible depending on seriousness of offence
• investigate on site if possible
• separate primary from secondary evidence
• collect facts only - opinions on validity of rules can be ascertained later

Witnesses

• as above, ensure direct witnesses
• consider validity, without comment - could be false witness
• be aware of peer pressure

Evidence

• collect, photograph or draw - depending on size etc
• take with you and lock away if possible & necessary
• witnesses may need to witness the collection of the evidence

Documentation

• written record of the alleged offence
• written statements, signed and dated, by participants and witnesses
• record of what you are doing when where and with whom

Case background

• time, place, what was happening, who was there
• why rules were broken - as above - if known

Employee background

• previous history, experience, training, counselling
• beware of rules of privacy
• do not leap to false conclusions

What then to do

• avoid ad hocery and emotionalism
  • no instant decision unless essential for safety
  • no decision until you have all the facts
    
• take time out, if possible
  • time to assemble material
  • time to consider details and appropriate action
    
• consult if necessary
  • don't pass the buck, ie, upwards
  • don't be afraid of losing face if you do want advice
    
• be fair and consistent
  • discrimination claims unlikely
  • due diligence is a major defence
    
• avoid setting precedents
  • can come from hasty decisions
  • disciplinary breaches are problem solving exercises - practice technique
    
• consider implications of any move
  
• announce your decision as soon as possible
  • counsel in private
  • never discipline in public
    • unless considered necessary for all to learn an immediate lesson
    • unless necessary from safety
  • remember rules of privacy, losing face, teamwork basics
    
• ask yourself if any changes are needed anywhere to prevent a re-occurrence
  • rules and standards need revising
  • communication needs improving
  • training need to be revised or implemented

Action process - Steps available for one off or re-occurrence:

• dismiss charge
  • insufficient evidence,
  • benefit of doubt,
  • misunderstanding,
  • acceptable explanation
  • management error
    
• informal warning - but still make a note of it
  
• formal oral warning - take note and inform employee of same
  
• written warning
  • should ask for employee to acknowledge
  • should ask for employee comment/response
    
• report to higher authority for counselling or action
  • transfer to another area - advantages and disadvantages
  • demotion - implications?
  • dismissal - usual imposed by higher authority
  • resignation - in what circumstances ? Acceptable alternative to dismissal - leaves employee opportunity to apply for another job without stigma

Priorities

1. All circumstances should be documented
   1. for future reference in case of repeated offence
   2. in case of legal action - could be many years later
      
2. Scale of incident
   1. one-off major offence warrants serious action immediately
   2. repeated minor offence also warrants increased action
      
3. Examine need to change managerial processes
   
4. Examine need to revise or introduce mediation processes if incident or aftermath causes repercussions