They have difficulty overcoming obstacles there is

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smoothly. They have difficulty overcoming obstacles. There is little direction or coordination in their work. No leader has emerged from their ranks. Key information, such as the production costs of proposed line extensions, is not available to the team in a timely manner. Interviewing Team Members The team consists of three Marketing Analysts with different levels of experience and seniority. You decide to interview each team member individually. First you meet with Veronica, the most junior of the three marketing analysts on the team. Having previously worked on a number of successful teams, she is highly regarded for initiating and championing creative ideas. You ask for her observations about the team's efforts thus far. She says: "When the team first met, everyone seemed enthusiastic. We didn't have much direction so we all just started doing what marketing analysts do: gathering information about market demographics, spending habits, preferences, etc. After a week we held our second team meeting and compared our findings. Not surprisingly, everyone's data findings were identical." Interviewing Team Members Veronica continues: "Things got strange when I suggested ideas for moving forward. Jaime said we were '…getting ahead of ourselves' and '…we should focus more on the details of our task and establish rules before getting too deep into the creative side of things.' He caught me way off guard. Here I was already thinking about the creative side of things when he decides to shut it all down and talk about details and rules! He refused to move forward with any of my ideas! I got frustrated and just shut down." Interviewing Team Members
Next, you meet with Jaime. He has limited experience working in teams and his success as a team member has been mixed. He is one of the most effective and capable marketing analysts at Holden Evan but has a reputation for creating conflicts. He is considered somewhat of a "lone wolf." You ask Jaime about his involvement in the group. He responds: "The way the team started was pretty strange. By the end of the first week I realized we were all just duplicating effort and had no rules or details about the job. When Veronica wanted to move on to creative ideas, I hit the roof. We hadn't discussed any details about the project, didn't have any rules, and were already delving into the "creative ideas" phase!" Interviewing Team Members Jamie continues "I told the team we needed to start over and get things right. Antoine initially agreed with me, but then he started talking about different "options" for moving forward like sourcing additional expertise, making sure we had enough support and things like that. He even started adding insight to the creative options posed by Veronica! I had to shut him down and get him to focus, too! I think I offended both of them. Neither one has talked to me much since that meeting. We aren't getting much done." Diagnosing the Problem You're starting to form some initial impressions about the team's problems. What would you recommend based on your impressions thus far?

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