The manager responded, “You have but I also considered recent work history, knowledge of the client, current work load, opportunity costs, and familiarity with the new software program.”
“My work history is fine. You have not allowed me much opportunity to work with this client.”
“Yes, but this client makes extensive use of a new software package and Able is more familiar with the program.”
“I’ve used the program since it has been required.”
“Most of your clients make minimal use of the program.”
“Why do you think Able has more knowledge of the client? I’ve known the client company longer than Able.”
“You do have more history but not so much with their new purchasing manager.”
And the point-counter-point arguments continued. The more reasons the manager gave to support his decision, the more frustrated the employee became.
It is generally more persuasive to offer one or two justifications when explaining a decision. If an employee does not honor justification number one, your list of eight more reasons will not likely persuade. Usually, more reasons equal more disagreements.