memo3
Case Study Memo #3
From:
Discussion:
Re: Case Memo #3 Teams: Teamwork Turmoil
Issues/Problem
One of the issues that is causing the MBA team to be dysfunctional is the members’ destructive conflicts, as opposed to constructive conflicts. Members become very confrontational about their opinions, they disrespect each with personal attacks, and they disregard requests that would benefit the team, like reviewing a marketing topic. There is also a lack of commitment, mostly exemplified by Daren Onyealisi. Onyealisi is disrespectful towards members, comes to class unprepared, and does not cooperate with other team members. Others have a “let’s just get this over with” attitude that prevents the meeting from being productive. Their lack of commitment is also shown in the lack of effort put into working together.
The team is generally lacking in group cohesion and group norms. If team members have high group cohesion along with high norms regarding behavior, they become motivated to work together. Group cohesion and norms can inspire commitment to collective goals, thus, encouraging them to work more efficiently. The team’s main problem is the conflict, which does not allow them to be productive and efficient. The time spent arguing, offending others, and making snide comments is interfering with their work. If this behavior continues, it will become very difficult for the team to achieve their goals.
Alternatives/Recommendation
In order to become a high performing team, the group members need to transition from the storming stage to the norming stage of group development, where expectations and norms are established and close relationships and cohesiveness develop. Conflicts that are not constructive to the team’s learning and productivity should no longer be common place and their focus needs to shift to cohesion and team success. Once the transition is complete the team can focus on their collective goals instead of arguing.
Tony Marshall should recommend a
From:
Discussion:
Re: Case Memo #3 Teams: Teamwork Turmoil
Issues/Problem
One of the issues that is causing the MBA team to be dysfunctional is the members’ destructive conflicts, as opposed to constructive conflicts. Members become very confrontational about their opinions, they disrespect each with personal attacks, and they disregard requests that would benefit the team, like reviewing a marketing topic. There is also a lack of commitment, mostly exemplified by Daren Onyealisi. Onyealisi is disrespectful towards members, comes to class unprepared, and does not cooperate with other team members. Others have a “let’s just get this over with” attitude that prevents the meeting from being productive. Their lack of commitment is also shown in the lack of effort put into working together.
The team is generally lacking in group cohesion and group norms. If team members have high group cohesion along with high norms regarding behavior, they become motivated to work together. Group cohesion and norms can inspire commitment to collective goals, thus, encouraging them to work more efficiently. The team’s main problem is the conflict, which does not allow them to be productive and efficient. The time spent arguing, offending others, and making snide comments is interfering with their work. If this behavior continues, it will become very difficult for the team to achieve their goals.
Alternatives/Recommendation
In order to become a high performing team, the group members need to transition from the storming stage to the norming stage of group development, where expectations and norms are established and close relationships and cohesiveness develop. Conflicts that are not constructive to the team’s learning and productivity should no longer be common place and their focus needs to shift to cohesion and team success. Once the transition is complete the team can focus on their collective goals instead of arguing.
Tony Marshall should recommend a