Conflict among work groups is a common problem in an organization. This scenario depicts an organizational conflict and highlights different conflict management styles.

SCENARIO DESCRIPTION

Overview: Three months ago, Patrick was given the goal of implementing a computerized tracking system on the factory floor with the expectation that it would raise quality control and reduce workflow by a significant percentage. The team spends an enormous amount of time revising/fixing chips after they fail quality control testing - mostly due to lack of information. There would be a serious review of the project after the first phase is complete - that is now.

Patrick is called to a meeting with three top executives. The tracking system project is very costly and has not been proven, although the company was gung-ho, because their competitors were using all sorts of computerized systems in their production facilities. Patrick has spent a little time writing a report, but is feeling generally confident.

PROFILE

Patrick Bennett is the Managing Supervisor of Production at TechBox, a desktop design software house, who oversees production and supervises a floor of 50 employees.

Morgan Baines is the Vice President of Distribution. He works at corporate headquarters and builds relationships with potential clients in expanding markets.

Lucinda Bergen is the Director of Product Management. She oversees all production at TechBox's manufacturing factories. She works directly with the factory managers and reports to corporate headquarters.

Sam Adelson is the Vice President of Operations. His responsibilities include overseeing department managers at the manufacturing factories and corporate headquarters. He also acts as a liaison between his company and the officers of a number of high-end computer companies.

BACK HISTORY

TechBox produces a specialized computer chip for a large client base of high-end computer companies such as Dell, IBM and Compaq. Within the TechBox compound are the manufacturing factories and the corporate headquarters.

Patrick Bennett is the new hotshot manager overseeing the production of the main component of the chip. He has started to implement a computerized tracking system to increase quality control and workflow. He supervises 50 workers. Patrick has been working at TechBox for 2 years and has been widely praised for numerous successes and improvements on the factory floor - improvements with very positive financial results. He is young and motivated, possessing a unique comprehension of production engineering knowledge and management sensibilities. He is greatly admired by his team and generally received well by top senior management.

Sam Adelson has worked his way up from the mailroom. He does not embrace change and is skeptical of young hot shots, like Patrick, and young people in general. He also does not embrace computerized system enhancements, which is odd for a man of high tech. In a nutshell, he's stodgy, grumpy and difficult.

Lucinda Bergen is the only female executive at TechBox. She is generally understanding and easy going, but is quick to defend her position within the company and over assert herself when she feels confronted. She is very comfortable with young, talented people, like Patrick, and has instituted many technological systems for workflow improvement within her own department.

Morgan Baines is the class clown and jokester of the company. He speaks without thinking - supports, attacks and withdraws without rhyme or reason. Everyone always has the impression that he's on their side; the kind of guy who agrees with the last person who spoke. He's been around very many years, successfully overseeing product distribution - between wisecracks.

SCENE SET-UP

A meeting is held to discuss the status of Patrick's project in terms of time and budget.

SCENE LOCATION

The meeting is held in a TechBox conference room.

THE MEETING SUMMARY

The three executives note their concern with the project going over budget and missing deadlines. Patrick, the project manager, defends himself and assures them that everything will work out because the longest phase of the project is complete. He cites his past track record and says the budget may go over just a little but it will be ok. The three executives say that going over budget is not an option. He concedes and says he will take a look at exactly how he can improve the progress of the project. They agree to meet again in a week for a status check.

ONE WEEK LATER

Patrick assures the group that they are now firmly under budget and plan to be done on time. Lucinda mentions that Frank, one of Patrick's employees, said he thought the project was going to be late. "Patrick defends himself by saying that Frank's role would not allow him to be privy to all the information that Patrick knows and that he has this job for a reason - his talent and prior track record." Sam suggests supporting Patrick with an additional staff member. Patrick doesn't think that would be necessary. Instead he suggests a daily email to the group updating the project in terms of budget and deadlines. They compromise by having the "1st deputy" be responsible for sending those daily emails and keeping track of all the relevant numbers.

AFTERTHOUGHTS - SUMMARY

Patrick doesn't think the meeting went very well. He says he didn't feel listened to and was upset that the group was more persuaded by people indirectly involved in the project than by him. He felt he did ok and tried to work with them on an individual basis. In the second meeting, he said if he hadn't stood his ground they would have "squished" him.

DISCUSSION QUESTIONS

1. What source of conflict were present in this scenario? i.e., ambiguous rules scarce resources, communications.

2. Lucinda repeatedly rolled her eyes and displayed negative affect towards Patrick. She was also very impatient and insulted Patrick by saying that interrupting him would get him off track. Patrick went on the defensive almost immediately. Sam Adelson maintained composure but insinuated a lack of confidence in Patrick:

Patrick's strategy should be to:

a. Emphasize progress b. Defend himself c. Impress supervisors

What does Sam Adelson insinuate about Patrick [when he calls him a hot-shot]?

a. He's arrogant b. He's incompetent c. He's inexperienced

3. How was this first meeting?

a. A success b. A failure c. A good start

4. Various conflict management styles. For each of the participants in the scenario, describe which style(s) they used and cite examples to support your answers. i.e., competing, compromises, avoidance.

5. How should Patrick respond [when Lucinda says "Frank says you will need an additional 3 weeks"]?

a. Defame Frank b. Provide facts c. Admit fault

6. What behaviors indicated that some were not actively listening, that some had pre-determined ideas on the best course of action and that they were not willing to change?

7. Confidence is low. Patrick should?

a. Fight back b. Accept help c. Clarify his position

8. How should Patrick respond?

a. Refuse offer b. Change approach c. Accept offer

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