From the case below, map Sandra's situation and help her plan for a learning conversation by describing the features of the What Happened, Feelings, and Identity conversations and the specific issues in Sandra's situation relevant to each of these conversations. Second, Describe other issues Sandra should consider in preparation for a learning conversation. Third, describe the elements of a learning conversation and their application to Sandra's case. Finally, what else should Sandra consider when engaging in this conversation with her boss, Stephen?

REPORTING STRUCTURES Robert Vance is a senior manager in a prestigious firm headquartered in New York. The company recently established a new division, Executive Stationing Assistance or ESA. Sandra Miller is one of five consultants who comprise the new ESA group. Stephen Lee is Sandra's direct supervisor. Lee reports to Vance. Stephen Lee and Sandra Miller were hired six years ago, within one week of each other. Both reported to Bob Smith, assistant VP of client development when they first joined the company.

STEPHEN LEE'S VIEWPOINT About seven months ago, I went to work on Monday morning and discovered that Sandra was no longer working out of the New York office. She had moved to Boston and was servicing her clients from an office there. When I questioned Robert Vance about Sandra's transfer's secrecy, he told me that he, too, had just found out about the transfer. One of the VP's told him, casually, in a shared Uber from the airport. Vance was as surprised as I was. I was Sandra's supervisor; Vance was my immediate superior, and neither knew about Sandra's move until afterward. She sold the idea privately to the VP. We were expected to go along with it. About four weeks after Sandra's move, I went to see the VP on an unrelated issue. I took the opportunity to ask her how things had happened so quickly for Sandra. The vice president explained that Sandra's accounts were all near Boston, and she felt that Sandra could successfully commute to New York headquarters for every executive meeting. Unfortunately, that has not been the case. Indeed, there have been a series of "failures" on this front. I tried to accommodate her by emailing information to her and arranging Zoom meetings, but that has not solved the problem. Moreover, Sandra has been downright hostile whenever I question her clients or request her presence in the New York office. I have received several "questions" from her clients that I had to attend to myself. ESA is a small group, and having one of our members located elsewhere has created some unexpected challenges. I have tried to make my expectations clear, but she seems determined to do things her way, and that doesn't appear to include following any directions from me.

SANDRA MILLER'S VIEWPOINT Stephen Lee and I worked together when I first started at this company. To achieve my new consultant's position, I went through a rigorous screening process. I was pretty surprised when Stephen just showed up as my boss without going through the exact interview mechanism. However, I had begun to accept anomalies in this company as standard fare. I first met the VP when she visited some of my clients with me on a preliminary check of my effectiveness in the community. Within a few hours, she befriended me. She was like a kindred spirit. I told her about some of my problems at work, and I told her that my husband was starting the teaching program in Boston that autumn. I felt that she understood when I explained how much I wanted to be with my husband. Even though I had personal reasons for moving to Boston, I justified a transfer based on its feasibility to the company, not based on personal reasons. She spoke to the president on my behalf, and my transfer to Boston was approved. The VP was thrilled because my move represented a tangible link, a beginning of an effort at regional consolidation. My communication problems with Stephen began about four weeks after I moved to Boston. I was on that damned train, commuting to New York, sometimes five days a week. Some days, Stephen would call a meeting and then cancel it after I arrived in New York. Other times, I would come to New York having worked on files Stephen had requested, and he would claim to have asked for totally different files. I offered to Zoom in for the meetings, but Stephen insisted I be there in person. I spent 65 percent of my time on the train and in New York. I felt like I was neglecting my clients. After one such incident, I requested a private meeting with Stephen to clear the air. Stephen had asked for my presence in New York, but it was clear we could have handled the entire thing via Zoom at the meeting. I had wasted most of my day commuting to New York, and it was unnecessary. I asked for a few minutes of his time to discuss the issue, but it did nothing to resolve the situation. We had a heated conversation in which I told Stephen he wasn't respecting my time and implied that he was intentionally sabotaging me. Stephen concluded that he threatened me. After that meeting, Stephen went on a data overload campaign. He emailed so much material to me that I thought the computer would burn up. Then, he started calling my clients and visiting them without my knowledge. My clients began to realize there was a problem that there were differences between Stephen and me. I went to see the VP several times while the situation continued to disintegrate. I wanted advice. I sent her several emails, but her response was, "Hang in there. You will learn to grow with people like Stephen." Things got worse. A month ago, I texted Robert Vance and requested a meeting with him to discuss the apparent problems between Stephen and me. I never heard back from him. Today, I commuted to my regular meeting with Stephen and the other four consultants. During the conference, Stephen announced with an authoritative tone in his voice that he wanted to see me in his office after the meeting. We met in his office about 5 o'clock; after that, he told me that my behavior lately was unacceptable and that the text I wrote a month ago to Vance was inexcusable. I couldn't believe that Robert had shown my text to Stephen. I felt violated. I was furious. I know I have to take action.