Background
Case managers are typically tasked with solving discrepancies between people’s private and expressed opinions. In most cases, these discrepancies arise between employees such as customer service personnel and consumers. Consumer situations can skew conveyed information, eliciting strains that are best resolved by exposing inherent challenges. As a case manager, I would find it difficult to handle discrepancies in exchanging views like differing spoken and body language. I would also find it challenging to deal with the dissonance between a client’s request for assistance and their expression of disinterest when offered help. Thus, effective role fulfilment would necessitate that I handle clients who have discrepancies in exchanging views empathetically. I would allow them time and space to air their needs, suggest relevant solutions and follow up on any arising issues.
Consumer Situations Contradicting Growth
Consumer situations, including habitual buying, dissonance reduction and average spending, can contradict growth. In habitual buying, most consumers fail to form a strong attitude toward a brand since the goods and services offered by the business constitute fewer differences than its competitors. Therefore, customers purchase products from an organization because they are similar to those of other firms. The effect of this customer behaviour is retrogression of growth as businesses get less motivated to have a considerable market share. Besides, dissonance reducing customer situation involves a situation where the customer is highly involved but fails to appreciate brand differences (Summers, 2018). For example, a customer may fail to identify the dissimilarity between gold rings of different companies. Thus, the companies producing the gold rings lose their inspiration towards high customer involvement, leading to growth inhibition. Besides the habitual buying and dissonance reduction, growth can be stalled by average consumer spending. Consumer spending is directly proportional to an organization’s growth rate, meaning if clients spend more, the growth rate will be high; if the expenditure is minimal or average, then the growth rate is at the midpoint.
As a standard part of operations, people can contradict opinions or perceptions about things. The challenge becomes significant when counsellors are in countering contexts with their clients and cannot confront them to solve issues. While confronting can be a viable way of solving issues, it proved counterproductive for case managers. In this regard, consumer situations can contradict growth if they hide existing problems. It becomes a challenge when the consumer notices a problem and then hides that they seem fine, even when that is not the case. Preventing issues from coming to the limelight did not solve them (Summers, 2018). Consumer situations lead to tensions when the problems are hidden, especially when the consumer understands the problem and assumes the other party should notice automatically.
The Discrepancy between Spoken and Body Languages and One’s Feelings Towards It
The discrepancy between spoken and body language raises the challenge of mixed communication when exchanging views that can be frustrating hence calling for empathy and being a matter of fact. When the client’s spoken, and body language are different only leads to more confusion. When exchanging views, a client who speaks in a monotone looks at the floor when speaking and appears depressed even when they claim their views to be acceptable. This expression shows that their verbal communication contradicts their body language (Summers, 2018). Exchanging views requires an open environment, and the different body language can confuse the case manager on the way forward.
It is important to note that people do not have similar perceptions about crises. Some people perceive confusion, while others feel anger based on a situation. If there is any, the case manager can be confused about why the client would not say their problem. In the case of exchanging views, one expects contradictions to exist, which will need some clarification for better understanding. However, conversing with a client whose body and spoken messages differ can become frustrating after some time as the conversation will be centralized by confusion and misunderstanding (Mehta et al., 2020). The corporate environment is challenged when one tries to understand rather than punish or ignore. The situation almost forces the other party to become a counsellor even when that should not happen. The frustrations introduced when clients have different views when exchanging views call for a pragmatic approach to ensure success.
The discrepancy between spoken and body language when exchanging views calls for empathy and being a matter of fact. Empathy requires understanding how the other party will feel “when you begin to express another point of view” (Summers, 2018). The perspective calls for the need to relate the client’s differing spoken and body language and consider they might be depressed or confused about the situation. Providing more clarity, depending on the situation, is paramount. Summers (2018) argued that being a matter of fact requires one to avoid being judgmental or using derogatory words to diminish other people’s choices. When exchanging views with someone whose body and spoken language differ, one would rather be understanding than judgmental. Expressing empathy and being a matter of fact when exchanging views with someone who has spoken and body language can raise awareness on underlying issues as they call for assistance.
The other discrepancy experienced when exchanging views is when the client requests assistance but appears disinterested. Summers (2018) gave the example of Serena, who requests help to find suitable housing only to break appointments and not follow up on the same. Such a situation implies that the client requests assistance, but their actions reveal disinterest. The client provides space to exchange views, despite doing the procedural aspect. Darmody & Zwick (2020) stated that a perfect world is achieved when consumers are part of a personalized world where algorithms do not have irrelevant options. However, this is not always the case when clients mislead the case manager and can make them angry when acting disinterested after requesting assistance.
Admittedly, the discrepancy can be addressed by avoiding giving solutions and ensuring follow-ups. Providing solutions to a client can appear imperative as the client feels that the case manager thinks their answer is the best and the only one (Summers, 2018). The case manager should avoid giving solutions and seek to understand the client and why they appear disinterested despite seeking assistance. Follow-ups can happen by using reflective listening to further the conversation in a way that allows the client to present the challenge well. The situation will enable them to exchange their view on the challenge’s existence and how they can contribute to reaching a mutually agreed outcome.
Addressing Discrepancies with a Consumer
Thus, I would have the most difficulty dealing with the discrepancies between spoken and body language and clients requesting assistance and then appearing disinterested. I would also solve these by being empathetic and not giving solutions. Consumer situations that contradict growth encourage misunderstandings that are best solved by raising awareness of issues. The discrepancy between spoken and body language is best addressed by expressing empathy and understanding to the other party. In cases where the client has shown disinterest in a product but calls for assistance, it would be worthwhile to conduct a follow-up to ensure that the customer’s views have been effectively sought and considered.
References
Darmody, A., & Zwick, D. (2020). Manipulate to empower: Hyper-relevance and the contradictions of marketing in the age of surveillance capitalism. Big Data & Society, 7(1). doi: doi.org/10.1177%2F2053951720904112
Mehta, S., Saxena, T., & Purohit, N. (2020). The new consumer behaviour paradigm amid COVID-19: Permanent or transient? Journal of Health Management, 22(2), 291-301. doi.org/10.1177%2F2053951720905636
Summers, N. (2018). Fundamentals of case management practice: Skills for the human services. Cengage Learning. doi.org/10.1177%2F20539517209757