Situation: Some people have reported that Ed has misbehaved. It's nothing earth-shaking but it could create some team problems.
Modern Approach: HR is contacted. An investigator is appointed. Witness meetings are scheduled and Ed is questioned. All is carefully considered and noted. There is a lot of back-and-forth within HR. Weeks pass. Conclusions are reached. The organization's attorney reviews the material and tweaks the wording of a written reprimand. Ed is given the reprimand and told never to do that again. A copy is placed in his file. Ed goes back to work and doesn't do it again.
Underlying concern: Fear of future problems and legal complications.
Old Approach: Ed's supervisor hears about the problem late in the morning and that afternoon calls Ed in and explains the situation. Ed hems and haws and says that he might have perhaps done something sort of like what was described but he didn't do all of it and he didn't mean to cause any trouble. The supervisor says, "Don't do that again." Ed goes back to work and doesn't do it again.
Underlying concern: Getting the job done.
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