Semester Research Project Description. For the assigned case study, BP and the Deepwater Horizon Disaster of 2010 (located in Course Information), you must individually analyze it, addressing each of the four items for the analysis below. Then post your analysis in Blackboard under Final Assignment. Key Issues: Briefly describe the leading issues, in this case, using the information presented in the case description. Diagnosis: Define the nature of the problems (structure, human recourses political, cultural) and defend your diagnosis. Processes: Define the process problems in the case. Do they result from poor communication, missing leadership, muddled decision-making, incomplete problem solving, ineffective group norms and rules, inadequate conflict resolution strategies, inadequate structure or design of the organization, or some other reason? Redesign: Describe the steps you would take to take to redesign this situation to resolve the problems presented in the case. You will propose four to six concise recommendations for people, technology, and structural changes at the individual, interpersonal, and/or organizational levels. PROGRESS REPORT III - 05 points Due 12/01 Define the process problems in the case, Do they result from poor communication, missing leadership, muddled decision- making, incomplete problem solving, ineffective group norms and rules, inadamnata nonflict bacalation strategiae inslannista tritura or dorinn of the HUILJUTILE ** MIRIS Due 12/01 Define the process problems in the case. Do they result from poor communication, missing leadership, muddled decision- making, incomplete problem solving, ineffective group norms and rules, inadequate conflict resolution strategies, inadequate structure or design of the organization, some, all, or some other reason? Deliverable: A minimum three-page (APA style) report that includes: identification of process problems and cites evidence in at least 5 process areas. Grading Rubric: 3 points - clearly and logically written 2 points - presented and defended with evidence from the case cited of at least 5 process problems BP and the Deepwater Horizon Disaster of 2010 Christina Ingersoll, Richard M. Locke, Cate Reaves When he woke up on Tuesday, April 20, 2010, Mike Williams already knew the standard procedure for jumping from a 33,000 ton oil rig: "Reach your hand around your life jacket, grab your ear, take one step off, look straight ahead, and fall." 1 This would prove to be important knowledge later that night when an emergency announcement was issued over the rig's PA system. Williams was the chief electronics technician for Transocean, a U.S.-owned, Switzerland-based oil industry support company that specialized in deep water drilling equipment. The company's $560 million Deepwater Horizon rig was in the Gulf of Mexico working on the Macondo well. British Petroleum (BP) held the rights to explore the well and had leased the rig, along with its crew, from Transocean. Of the 126 people aboard the Deepwater Horizon, 79 were from Transocean, seven were from BP, and the rest were from other firms including Anadarko, Halliburton, and M-1 Seaco, a subsidiary of Schlumberger. Managing electronics on the Deepwater Horizon had inured Williams to emergency alarms. Gas levels had been running high enough to prohibit any "hot" work such as welding or wiring that could company's $560 million Deepwater Horizon rig was in the Gulf of Mexico working on the Macondo well. British Petroleum (BP) held the rights to explore the well and had leased the rig, along with its crew, from Transocean. Of the 126 people aboard the Deepwater Horizon, 79 were from Transocean, seven were from BP, and the rest were from other firms including Anadarko, Halliburton, and M-1 Seaco, a subsidiary of Schlumberger. Managing electronics on the Deepwater Horizon had inured Williams to emergency alarms. Gas levels had been running high enough to prohibit any "hot" work such as welding or wiring that could cause sparks. Normally, the alarm system would have gone off with gas levels as high as they were. However, the alarms had been disabled to prevent false alarms from waking people in the middle of the night. But the emergency announcement that came over the PA system on the night of April 20 was clearly no false alarm