A small research group of four in a medium-sized firm is working on one aspect of a larger project. Two members of the research group, Van Lui (research group leader) and Kip Thomas, have been with the firm for two years, and the other two members of the research group, Tom Moss and Kelly Partos, are employed on short-term contracts that expire in about eight months. Kelly in particular is a tremendous asset to the research group and is continually coming up with innovative ideas. Kelly’s contribution has meant that the group’s part in the total project is running smoothly and is well ahead of some of the other areas. The project manager is extremely pleased with the group’s work and has complimented the group on its performance.
Recently, though, Kelly has seemed to lack commitment to the research group. Kelly appears to be restless and has begun to arrive late and leave early. Kelly’s contributions, though still extremely useful, seem to be more contained, as though something is being kept back. The other day, Van overheard Kelly talking on the telephone about opportunities interstate and the rights of employees.
Kip has been spending a lot of time liaising with another research group and Tom is not meeting agreed deadlines. The working atmosphere is becoming tense and morale seems to be declining.
a. What is the nature and likely cause of any conflict in the group?
b. What strategies can the group use to enhance both task and relationship functions in the group?
c. How can the group use communication skills to deal with signs of conflict and prevent unnecessary communication breakdown or conflict?