The Vigilance Project Case (Dominick, 2008) is about team conflict because, in reality, the entire project was founded on some sort of conflict. The merger wasn’t really a merger, but more of an acquisition, which instantly creates tensions between the employees of both companies as various roles are either increased or decreased, depending on which company you initially worked for. As subteams were formed and sponsors/leads assigned to each subteam, initially it sounds like a good idea. It flattens out the hierarchy and involves plenty of employees in the decision-making process. However, because of the location of teams, it may have created a larger problem, producing more conflict, as now communication is becoming a bigger-than-initially-thought
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As frustrations continued to rise, tensions started to build in the American team. What started as a conflict between upper-level management and the two teams has resulted in conflict within each individual team. In response to the mounting frustrations, lack of communication, and high tension, Lance Paulson, the Drug Safety Director and highest ranking official in this operation, sent an email to the entire staff addressing the conflict present (Dominick, 2008). This may have been the breaking point, as people that didn’t know what was happening were now …show more content…
Starting with another whole group meeting in one location for multiple days, to begin to mend communication ties and interpersonal relationships. From there, fostering them and tending to the amended relationships needs to take place, both in the whole group and in the subteam space. The aforementioned meetings should take place, but additional community building activities should be incorporated. If upper-level management or any of the subordinates are not in sync with the ultimate vision of the project, they need to be released and new members that are willing to be team players, learn quickly, and adhere to the ultimate vision need to replace them. Regardless of the time and efforts that must be considered, the project can be successful, provided that time and efforts are the resources that upper management is willing to
As frustrations continued to rise, tensions started to build in the American team. What started as a conflict between upper-level management and the two teams has resulted in conflict within each individual team. In response to the mounting frustrations, lack of communication, and high tension, Lance Paulson, the Drug Safety Director and highest ranking official in this operation, sent an email to the entire staff addressing the conflict present (Dominick, 2008). This may have been the breaking point, as people that didn’t know what was happening were now …show more content…
Starting with another whole group meeting in one location for multiple days, to begin to mend communication ties and interpersonal relationships. From there, fostering them and tending to the amended relationships needs to take place, both in the whole group and in the subteam space. The aforementioned meetings should take place, but additional community building activities should be incorporated. If upper-level management or any of the subordinates are not in sync with the ultimate vision of the project, they need to be released and new members that are willing to be team players, learn quickly, and adhere to the ultimate vision need to replace them. Regardless of the time and efforts that must be considered, the project can be successful, provided that time and efforts are the resources that upper management is willing to