Boot Camp Case Study

Mr Thunder was deputy department head in a large multinational telecommunications company. His team members were spread across various regions of the country, and Mr Thunder frequently had to move between locations, or communicate with his employees remotely. Due to cost optimization and reduction of travel budgets, Mr Thunders team had not met in one place for a while. Mr Thunder started noticing lack of face-to-face contact among team members and developed concerns about it.

Mr Thunders department was involved in a transformational project with the goal to implement an end-to-end responsibility for the networks and services it operated, and to introduce agile working methods throughout the company. The transformation involved organizational changes and required a complete change of the mindsets of management, as well as employees.

As part of the transformation effort, all of the involved departments were supposed to take part in an agile boot campan accelerated program where employees could learn more about agile approaches to work (e.g., working in squads, clans, and tribes) and familiarize themselves with such methodologies as Scrum and Kanban

When Mr Thunders department was scheduled for such an intervention, he and his boss prepared seriously for the boot camp and spent a lot of time with the consultants in charge of the workshop. Mr Thunder recalled,

"I knew it was an important item on the agenda of the transformation and a first attempt to change the mindset of our employees. In the planning process, I suggested to not only concentrate on the agile working methods and tools, but also develop a vision and mission statement that the whole team could identify with. My boss liked the idea, and the agenda was sent to our facilitator who supported us with the execution of the workshop.

A few days before the boot camp, all the team members were invited to a videoconference with the future tribe leader, where the goals of the forthcoming event were reiterated. Participants were invited to ask questions. Victor, one of the long-standing team members, asked, Would the boot camp be considered a training session or a workshop?

The difference between a training session and a workshop is important due to the difference between the events for the purpose of travel expense accounting. In Mr Thunders company, employees do not get credit for travel time to training sessions. Hearing Victors question, Mr Thunder felt uneasy. He wanted everybody from the team to get together for the boot camp, because the team had not met face-to-face for a while, and because the event was so important for the transformation. Although, during the call, the future tribe leader mentioned that the boot camp would be classified as a workshop, Human Resources later clarified that it would be considered a training session

The next day, passing by the office kitchen where some employees were drinking coffee, Mr Thunder overheard Victor telling a few other colleagues that, since the boot camp was classified as a training session, he would attend it, but only to listen to what the facilitators would tell the group. He said he would not take an active part in the discussions, because the company does not consider the event to be a workshop and therefore would not credit employees with the travel time to the location of the event. Mr Thunders heart sank. The boot camps success fully depended on everyones active involvement. Victors words made Mr Thunder feel extremely annoyed.

Alexander felt so annoyed by Victors statements that he decided to walk into the kitchen and join the conversation. He explained his point of view regarding the importance of everyones participation, and reiterated that the boot camp would be a great chance to connect with the team and enjoy working together in a relaxed environment. Victor responded that he really would love to be more actively involved, but in this case the company would have to prepare the ground and show him some appreciation by recognizing the importance of the boot camp and giving people travel time.

The exchange between Alexander and Victor grew in intensity. Alexander felt that Victor behaved more and more stubbornly. He also soon realized that he had run out of arguments. At the moment of the highest escalation, Alexander told Victor not to attend the agile boot camp, stating, You either participate, or, please, do me a favor and stay home, With that, he ended the discussion, left the kitchen, and returned to his work.

Alexander felt angry and even more frustrated about his reaction. He felt bad about not having been able to handle his emotions. Alexander had known Victor very well, and they had always had a great relationship, both professionally and privately. At this point, however, he was not sure about the consequences of the incident for the boot camp and for his future relationship with Victor.

Case Questions:

• Have you ever been in a situation similar to that of Mr Thunder? If yes, please recall how you felt and what you thought in that situation. Please try to separate the description of the feelings from that of thoughts.
• Have you ever been in a situation similar to that of Viktor? If yes, please recall how you felt and what you thought in that situation. Please try to separate the description of the feelings from that of thoughts.
• What would you do in Mr Thunders position right now?