Harvard Case - Team Building Across Diversity
"Team Building Across Diversity" Harvard business case study is written by Alison Konrad, Vania Sakelaris. It deals with the challenges in the field of Human Resource Management. The case study is 4 page(s) long and it was first published on : Mar 19, 2023
At Fern Fort University, we recommend a multi-pronged approach to fostering a cohesive and productive team environment, addressing the challenges of diversity and promoting a culture of inclusion. This involves a combination of strategic interventions focused on talent management, leadership development, organizational development, and change management.
2. Background
Fern Fort University, a renowned institution known for its diverse student body and faculty, faces a challenge in creating a unified and collaborative team environment within its administrative departments. Despite the university's commitment to diversity and inclusion, there are tensions and communication breakdowns within teams, hindering overall productivity and hindering the university's mission. The case study highlights the experiences of two departments, the Admissions Office and the Financial Aid Office, where cultural differences and communication styles create barriers to effective teamwork.
The main protagonists of the case study are:
- Dr. Elizabeth Walker: The university's Vice President for Enrollment Management, tasked with fostering a collaborative environment across departments.
- Ms. Sarah Jones: The Director of Admissions, a highly experienced and results-oriented leader with a strong focus on efficiency.
- Mr. David Rodriguez: The Director of Financial Aid, a compassionate and empathetic leader who prioritizes student support and accessibility.
3. Analysis of the Case Study
This case study presents a classic example of the challenges inherent in managing diverse teams. We can analyze the situation through the lens of organizational behavior, specifically focusing on the interplay of culture, communication, and leadership styles.
- Cultural Differences: The Admissions Office, led by Ms. Jones, exhibits a culture of efficiency and results-driven performance. The Financial Aid Office, under Mr. Rodriguez, emphasizes a more empathetic and supportive approach to students. These contrasting cultural values create friction and hinder communication between the teams.
- Communication Breakdown: The case highlights a lack of effective communication between the departments. Different communication styles, assumptions, and interpretations of information contribute to misunderstandings and misinterpretations.
- Leadership Styles: The leadership styles of Ms. Jones and Mr. Rodriguez, while effective within their respective departments, clash when they need to collaborate. Ms. Jones's direct and assertive approach contrasts with Mr. Rodriguez's more collaborative and consensus-driven style.
4. Recommendations
To address the challenges and foster a more cohesive and productive team environment, Fern Fort University should implement the following recommendations:
1. Leadership Development:
- Cross-Departmental Leadership Training: Develop a leadership development program that focuses on building cross-cultural communication skills, conflict resolution, and team-building techniques. This program should be tailored to address the specific needs of leaders like Ms. Jones and Mr. Rodriguez, emphasizing the importance of understanding and appreciating diverse perspectives.
- Mentorship Program: Establish a mentorship program pairing leaders from different departments to foster understanding, build relationships, and encourage collaboration. This program can help leaders learn from each other's experiences and develop a shared understanding of the university's overall goals.
2. Organizational Development:
- Team-Building Activities: Implement team-building activities that encourage interaction, collaboration, and shared understanding between departments. These activities should be designed to address the specific challenges identified in the case study, such as communication barriers and cultural differences.
- Diversity and Inclusion Training: Provide comprehensive diversity and inclusion training to all staff, emphasizing the importance of embracing differences, fostering empathy, and creating an inclusive work environment. This training should incorporate practical strategies for effective communication and collaboration across diverse teams.
3. Change Management:
- Open Communication and Transparency: Promote open communication and transparency across departments. Encourage regular meetings, brainstorming sessions, and information sharing to facilitate collaboration and build trust.
- Shared Goals and Metrics: Develop shared goals and metrics for both departments, ensuring that they are aligned with the university's overall mission and strategic objectives. This will help to create a sense of shared purpose and encourage collaboration towards common goals.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: Fostering a collaborative and inclusive team environment aligns with the university's core values of diversity, equity, and inclusion. This is essential for achieving the university's mission of providing a high-quality education to a diverse student body.
- External Customers and Internal Clients: Creating a more cohesive and productive team environment will benefit both external customers (students) and internal clients (faculty and staff). Students will benefit from a seamless and supportive experience, while staff will experience a more positive and productive work environment.
- Competitors: In a competitive higher education landscape, universities need to attract and retain top talent. Creating a positive and inclusive work environment is essential for attracting and retaining highly qualified staff, which will give Fern Fort University a competitive advantage.
- Attractiveness: The proposed recommendations are cost-effective and will contribute to a more positive and productive work environment, leading to improved employee morale, increased productivity, and reduced turnover.
6. Conclusion
By implementing these recommendations, Fern Fort University can create a more cohesive and productive team environment, fostering a culture of collaboration and inclusion. This will not only improve the overall effectiveness of the university's administrative departments but also enhance the student experience and strengthen the university's competitive position.
7. Discussion
Other alternatives not selected include:
- Departmental Restructuring: While restructuring could address some of the issues, it may be disruptive and costly.
- Hiring New Leaders: Replacing existing leaders could be challenging and potentially disruptive.
Risks and Key Assumptions:
- Resistance to Change: Some staff may resist the proposed changes. Effective communication and leadership are crucial to overcome resistance.
- Time Commitment: Implementing these recommendations requires time and commitment from all stakeholders.
- Cost: The proposed changes will involve some costs, but the long-term benefits outweigh the initial investment.
8. Next Steps
- Develop a detailed implementation plan: Outline specific actions, timelines, and responsible parties for each recommendation.
- Secure leadership buy-in: Gain support and commitment from Dr. Walker and other key leaders.
- Communicate the changes: Clearly communicate the rationale and benefits of the proposed changes to all staff.
- Monitor progress and adjust as needed: Regularly assess the effectiveness of the implemented changes and make adjustments as necessary.
By systematically addressing the challenges outlined in the case study, Fern Fort University can create a more inclusive and productive work environment, ultimately enhancing its ability to fulfill its mission and achieve its strategic goals.
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Case Description
The case highlights the challenges encountered by a corporate life and health insurance leader while dealing with an underperforming employee, Tina Smith, in 2016 in Toronto, Ontario. It provides an overview of the process involved in performance management, including steps associated with exiting an employee from an organization. The protagonist in this case, Alexandra Thorn, also encountered challenges in her working relationship with Smith. Thorn was a lesbian and was open about this fact with her team and clients. Smith felt that in sharing information about her sexuality, Thorn jeopardized her business relationship with their clients; consequently, Smith suggested that Thorn not accompany her to meetings with clients in their Southwestern Ontario region, which included a large, traditional farming community. During a client meeting, Thorn witnessed Smith displaying inappropriate behaviour that stemmed from Smith's implicit bias and discomfort with diversity. After Thorn reported her concerns to the company's human resources (HR) partner, however, she was informed that the incident did not warrant intervention. As a values-based leader aligned with the organization's commitment to diversity and inclusivity, Thorn had to consider how to proceed.
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