You are the supervisor for a large technology-based corporation. One of your subordinate managers, Carly, is heading up a project for a new system that is scheduled to market on the 1st of the year. It is August and things are not progressing at the pace you had hoped.
When you meet with Carly, all she does is complain about one of the team members, Morris. She exclaims that Morris is always contradicting her and disagreeing with her in front of the entire team. Nothing is getting done because there is this constant tension. Carly continues saying that he is acting like this because he feels that he is smarter than she is - he has a higher-level degree than she does.
When you ask if she has had a conversation with him about it, she says no. She feels that no matter what she says or does, he simply will not listen.
Later that day, you schedule a meeting with both Carly and Morris. After meeting with both parties and talking to other team members, it is obvious that Carly was exaggerating her story. As it turns out, Morris is treated unfairly as compared to the rest of the team. The other team members seem to think that Carly feels threatened by the team member.
1.Why do you think that Carly didn't come to you sooner to discuss the project delays?
2.Why do you think Carly hasn't had a conversation with Morris, or vice versa, about their differences? How do you think each of them would respond to this type of conversation? Explain.
3.What is the biggest problem with the way these team members interact? What could they do to remedy the problem? Explain.
4.Do you think Carly should continue to serve as Project Manager? Explain.
5.How would you begin to address this situation? Come up with a plan to remedy this problem and outline a plan for getting the project back on track for the January 1 release.
1. Carly may not have come to you sooner to discuss the project delays due to a number of reasons. One possibility is that she might have felt embarrassed or ashamed to admit that the project was not progressing as expected under her leadership. She might have been afraid of facing criticism or repercussions for the delays. Additionally, Carly might have hoped that the situation would improve on its own and did not see the need to escalate it to you until it became more apparent that intervention was necessary.
2. Carly may not have had a conversation with Morris, and vice versa, about their differences because of a lack of effective communication skills or fear of further conflict. Carly might feel intimidated by Morris's higher-level degree and may be unsure of how to approach a conversation with him. Similarly, Morris may be unaware of Carly's perception of his behavior and may not know how to address the tension between them.
If Carly and Morris were to have a conversation about their differences, their responses could vary. Carly may initially feel defensive and may have difficulty articulating her concerns without becoming emotional. She might express her frustration with Morris's behavior and discuss how it affects the team's productivity. On the other hand, Morris might feel surprised or misunderstood, as he may not have been aware of the impact his actions were having on Carly or the team. He may respond by sharing his perspective and clarifying any misunderstandings.
3. The biggest problem with the way these team members interact is the lack of open communication and understanding. Carly and Morris seem to hold assumptions and judgments about each other, which creates tension and hinders effective collaboration. To remedy the problem, they could start by having an open and honest conversation to express their concerns, frustrations, and viewpoints. By actively listening to each other's perspectives and working towards a mutual understanding, they can begin to address any misunderstandings and develop strategies for better communication and teamwork.
4. Whether Carly should continue to serve as the Project Manager depends on the results of further assessment and evaluation. It is clear that there are issues within the team dynamics, but determining Carly's ability to lead and address these issues requires a more comprehensive understanding of her skills, strengths, and areas for improvement. It would be crucial to provide her with feedback and guidance to help her develop the necessary leadership qualities and interpersonal skills required for the role.
5. To address this situation and get the project back on track for the January 1 release, a plan could include the following steps:
- Schedule a meeting with Carly and Morris to discuss their concerns, perspectives, and expectations. Encourage them to openly communicate and actively listen to each other without interruptions or judgments.
- Facilitate a team-building session to improve communication and collaboration among all team members. This session could include activities, such as icebreakers, trust-building exercises, and conflict resolution techniques.
- Assign a mentor or coach for Carly to provide guidance and support in handling team dynamics, conflict resolution, and leadership development.
- Conduct individual meetings with each team member to gather feedback, identify any underlying issues, and address concerns or grievances.
- Implement regular team check-ins to monitor progress, address any arising conflicts or challenges, and ensure that the project stays on track.
- Provide training or workshops on effective communication, conflict management, and team dynamics to help the entire team develop the necessary skills for effective collaboration.
- Evaluate the team's progress and dynamics regularly, adjusting the plan as needed to maintain a positive and productive work environment.
By implementing these strategies, there is a higher likelihood of promoting a more positive and collaborative atmosphere within the team and increasing the chances of successfully completing the project on time.