Template
Prepare the facts, impact and desired change before the meeting
Prepare what happened and what should change before rehearsing the argument.
When it fits
- You need to raise a problem but your current story is dominated by frustration or motive attribution.
When to avoid it
- Some harms are primarily relational or emotional; practical impact does not need to be financial to matter.
A template to use
Observed: [specific event/pattern]. Impact: [work/relationship consequence]. Requested change: [specific future behavior or process]. Evidence: [if relevant].
Why it matters
Write three short sections: the observable event or pattern, its practical impact, and the change you want. Bring relevant evidence. Keep motive as a hypothesis unless you actually know it.
An example
'Three approvals were reassigned after the deadline; testing lost a day. Please name the backup approver before the next release.'
Check your result
The issue can be understood without agreeing with your judgement of the other person's character or intent.
Keep this limit in mind
- Some harms are primarily relational or emotional; practical impact does not need to be financial to matter.
Connected ideas
Use beforeLet the other account exist before you rebut it
Evidence and sources
Supports
Acas informal-meeting guidance recommends preparing what to say, gathering relevant evidence, considering what would fix the problem, listening to the other side and recording what is agreed.
A workplace meeting may carry legal or policy requirements beyond these general practices.
Informal meetings · Preparing; at the meeting; putting things in writing