Whose fault is this, why is Ken behaving this way? What is the underlying problem?
What traps could the manager in this case be falling prey to (see table 7.2 on page 252)?
What value does Ken have, if any? Are there any strengths of his you can leverage or use in a different way?
PART 1D (this one is longer and worth more)
Use the Performance Management Cycle (starts on page 245 and continues through chapter) to analyze and explain what you would do.