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This case study looks at the situation of Guy, a manager at Ralston Crane, who is struggling to decide whether or not to intervene in a project led by another manager, Charyl.It also goes over how Guy and Charyl at Ralston Crane show how hard it is for managers to deal with different ideas about how to run a project. It shows how important good communication is and how important it is for firms to have a well-structured project governance mechanism. This essay tries to add to the case study by talking about relevant literature and giving suggestions for how Guy, Ruth, and Ralston Crane might work together better on projects and make them more successful overall.Guy has reservations about the project and believes that it could be more successful if it was approached in a different way. He is hesitant to intervene, however, due to his mentor's advice to not "butt in" and the fact that Charyl is protective of her project. The case study suggests that Guy should approach Ruth, the executive in charge of the project, with a different idea for the project under the same loyalty banner she has announced. This way, he can present his idea without antagonizing Charyl, and Ruth will get what she asked for. It is also suggested that Ralston Crane should adopt a road map and portfolio approach to guide their thinking about which initiatives to pursue and should make a culture that lets project teams succeed.

• This case study looks at the situation of Guy, a manager at Ralston Crane, who is struggling to decide whether or not to intervene in a project led by another manager, Charyl. Guy has reservations about the project and believes that it could be more successful if it was approached in a different way.
• The case study suggests that Guy should approach Ruth, the executive in charge of the project, with a different idea for the project under the same loyalty banner she has announced. This way, he can present his idea without antagonizing Charyl, and Ruth will get what she asked for.
• It is also suggested that companies should establish a level of governance over their projects and use a road map and portfolio approach to guide their thinking about which initiatives to pursue. This will help them avoid launching too many projects simultaneously and developing an internal culture of competition between project teams.
• Companies should also make a culture that lets project teams succeed. This includes fostering clear objectives and roles, straightforward communication, and defined decision points. This will make a sense of openness and trust between employees and management.
• A study in Sweden by Sten Jnsson shows that successful managers often have experience in working on challenging and ambiguous projects early in their careers. Therefore, it is important for companies to develop a project-oriented culture that allows employees to succeed.

How Ralston Crane Deals with Project Conflicts and Builds a Collaborative Culture

The case study of Guy and Charyl at Ralston Crane shows how hard it is for managers to deal with different ideas about how to run a project. It shows how important good communication is and how important it is for firms to have a well-structured project governance mechanism. This essay tries to add to the case study by talking about relevant literature and giving suggestions for how Guy, Ruth, and Ralston Crane might work together better on projects and make them more successful overall.

Discussion:

1. Communication and Resolving Conflicts: Guy doesn't want to become involved in Charyl's project because he's afraid it would lead to a fight and hurt their working relationship. Organizations need good communication and dispute resolution to make sure their workplaces are healthy. (De Dreu, 2008). Guy can talk to Charyl about his problems by using strategies like active listening and empathy. (Bodtker & Jameson, 2001).

2. Project Governance and Portfolio Management: Ralston Crane should use a project governance framework with clear goals, roles, and points when decisions need to be made. (Too & Weaver, 2014). A portfolio management technique can assist put projects in order of importance and make the most use of resources. (Artto et al., 2008).

3. Creating a culture of collaboration: For a project to be successful, there must be a culture of collaboration. (Thompson, 2008). This can be done if team members are honest, trust each other, and talk to each other openly. (Katzenbach & Smith, 1993).

4. Employee Development and Career Advancement: Jonsson's (1998) study shows that great managers generally start their careers by working on difficult projects. Organizations should invest in their employees' growth and give them chances to do so by giving them different tasks. (DeFilippi & Arthur, 1994).

5. The Role of Executive Leadership: As the executive in charge, Ruth should encourage open conversations and make it easy for project teams to talk about their issues. (Zaccaro et al., 2001). This will assist fix any possible problems and improve the results of the project. (Ancona et al., 2007).