Drawing on our course content on effective teams, to what extent has Ames built an effective team? How has her ability to do so affected the conflict evidenced in the case? read the case study and then answer. Relate the case study answer with team effectiveness

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In a rare moment alone in her office, Jennifer Ames reflected on the past 10 years of her career at BabyProduct Corporation (BPC). She could easily chart her successes: She had taken on challenges and produced results where her colleagues had failed; she had increased the diversity of the work force in every unit she had led; she had successfully launched new products and developed several new markets. In fact, just a few months before, Ames had been part of a team that had led a highly successful launch of several BPC product lines into the Latin American market. That success and the ensuing demand for its products drove BPC to centralize customer support in a call center in Austin, Texas-and to create Ames's new position: senior director for global customer support. Ames had studied other call-center models and created a team of four as a prototype for customer support. She had a goal of scaling up as the business expanded. But as she sat in her office, looking at the latest financials and mentally reviewing the events of a disturbing meeting earlier that morning, she saw the failure of her prototype looming large. The call response times were on an upward trajectory that would quickly plunge her budget into the red if the trend continued. Even worse, only one short month into her new position, Ames was worried that her team was stonewalling her. She was deeply troubled by the interaction she had just observed: there was friction among her staff members that was dividing them along American-versus-non-American lines. The team consisted of three Americans from the Austin, Texas, headquarters and one Costa Rican from the Central American sales office. The three Americans, already thinking about customer support, had spent the past few months working with product developers to create the web-based training videos that provided step-by-step product use information, as well as testing competitor products. The employee from Costa Rica had also spent time with the product development team and had been an outstanding sales representative. She had transferred from the Central American sales office to join the Austin call center. In a rare moment alone in her office, Jennifer Ames reflected on the past 10 years of her career at BabyProduct Corporation (BPC). She could easily chart her successes: She had taken on challenges and produced results where her colleagues had failed; she had increased the diversity of the work force in every unit she had led; she had successfully launched new products and developed several new markets. In fact, just a few months before, Ames had been part of a team that had led a highly successful launch of several BPC product lines into the Latin American market. That success and the ensuing demand for its products drove BPC to centralize customer support in a call center in Austin, Texas-and to create Ames's new position: senior director for global customer support. Ames had studied other call-center models and created a team of four as a prototype for customer support. She had a goal of scaling up as the business expanded. But as she sat in her office, looking at the latest financials and mentally reviewing the events of a disturbing meeting earlier that morning, she saw the failure of her prototype looming large. The call response times were on an upward trajectory that would quickly plunge her budget into the red if the trend continued. Even worse, only one short month into her new position, Ames was worried that her team was stonewalling her. She was deeply troubled by the interaction she had just observed: there was friction among her staff members that was dividing them along American-versus-non-American lines. The team consisted of three Americans from the Austin, Texas, headquarters and one Costa Rican from the Central American sales office. The three Americans, already thinking about customer support, had spent the past few months working with product developers to create the web-based training videos that provided step-by-step product use information, as well as testing competitor products. The employee from Costa Rica had also spent time with the product development team and had been an outstanding sales representative. She had transferred from the Central American sales office to join the Austin call center.