The team, that wasn't
The Team That Wasn't.
Authors:
Wetlaufer, Suzy
Source:
Harvard Business Review; Nov/Dec94, Vol. 72 Issue 6, p22-26, 5p, 9 Color Photographs
Document Type:
Case Study
Subject Terms:
*CASE studies
*TEAMS in the workplace
*STRATEGIC planning
*INTERPERSONAL relations
*ORGANIZATIONAL structure
*CORPORATE culture
*GLASS industry
*INDUSTRIAL management
*PROBLEM employees
INTERPERSONAL conflict
NAICS/Industry Codes:
NAICS/Industry Codes 327212 Other Pressed and Blown Glass and Glassware Manufacturing
Abstract:
"You have one responsibility as FireArt's director of strategy," the CEO had said to Eric on his first day. "That's to put together a team of our top people, one from each division, and have a comprehensive plan for our strategic realignment up, running, and winning within six months." It seemed like an exciting, rewarding challenge. The team approach to problem solving was Eric's specialty; in his old job, he had managed three teams of manufacturing specialists. Clearly, this project would be difficult: FireArt was trying to combat an 18-month slump in sales and earnings. But Eric was sure that together, the glassmaker's top managers could find a way to reverse the trend. Unfortunately, the team got off on the wrong foot from its first meeting. Randy Louderback, FireArt's charismatic and extremely talented director of sales and marketing, seemed intent on sabotaging the group's efforts. In fact, at the first three team meetings, Randy either dominated the discussion or withdrew entirely, tapping his pen on the table to indicate his boredom.
Sometimes, he withheld information vital to the group's debate, or he denigrated people's comments. Anxiously awaiting the start of the team's fourth meeting, Eric was determined to address Randy's behavior openly in the group. But before he could, Randy again provoked a confrontation, and the meeting ended abruptly. What should Eric do now? Is Randy the team's only problem? Seven experts
Authors:
Wetlaufer, Suzy
Source:
Harvard Business Review; Nov/Dec94, Vol. 72 Issue 6, p22-26, 5p, 9 Color Photographs
Document Type:
Case Study
Subject Terms:
*CASE studies
*TEAMS in the workplace
*STRATEGIC planning
*INTERPERSONAL relations
*ORGANIZATIONAL structure
*CORPORATE culture
*GLASS industry
*INDUSTRIAL management
*PROBLEM employees
INTERPERSONAL conflict
NAICS/Industry Codes:
NAICS/Industry Codes 327212 Other Pressed and Blown Glass and Glassware Manufacturing
Abstract:
"You have one responsibility as FireArt's director of strategy," the CEO had said to Eric on his first day. "That's to put together a team of our top people, one from each division, and have a comprehensive plan for our strategic realignment up, running, and winning within six months." It seemed like an exciting, rewarding challenge. The team approach to problem solving was Eric's specialty; in his old job, he had managed three teams of manufacturing specialists. Clearly, this project would be difficult: FireArt was trying to combat an 18-month slump in sales and earnings. But Eric was sure that together, the glassmaker's top managers could find a way to reverse the trend. Unfortunately, the team got off on the wrong foot from its first meeting. Randy Louderback, FireArt's charismatic and extremely talented director of sales and marketing, seemed intent on sabotaging the group's efforts. In fact, at the first three team meetings, Randy either dominated the discussion or withdrew entirely, tapping his pen on the table to indicate his boredom.
Sometimes, he withheld information vital to the group's debate, or he denigrated people's comments. Anxiously awaiting the start of the team's fourth meeting, Eric was determined to address Randy's behavior openly in the group. But before he could, Randy again provoked a confrontation, and the meeting ended abruptly. What should Eric do now? Is Randy the team's only problem? Seven experts