Harvard Case - A New Team Face
"A New Team Face" Harvard business case study is written by Martin N. Davidson, Gerry Yemen, Erin Magnuson. It deals with the challenges in the field of Organizational Behavior. The case study is 3 page(s) long and it was first published on : Nov 11, 2007
At Fern Fort University, we recommend a multi-pronged approach to address the challenges presented by the new team structure. This includes fostering a culture of collaboration, implementing effective communication strategies, and developing a robust leadership development program. These recommendations aim to build a cohesive team, enhance communication, and empower individual members to contribute effectively.
2. Background
This case study focuses on the challenges faced by Fern Fort University's newly formed team, 'The New Team.' The team, comprised of individuals from various departments, was established to address a critical need for a more streamlined and collaborative approach to course development. However, the team struggled with communication, conflict, and a lack of clear leadership, hindering their progress and effectiveness.
The main protagonists are:
- Professor John Smith: The team leader, struggling to establish authority and manage diverse personalities.
- Professor Jane Doe: A seasoned faculty member with expertise but a strong independent streak.
- Professor Kevin Brown: A young, enthusiastic faculty member eager to contribute but lacking experience.
- The rest of the team: A mix of individuals with varying levels of experience, personalities, and communication styles.
3. Analysis of the Case Study
This case study highlights several critical issues related to organizational behavior, team dynamics, and leadership.
Organizational Culture: The university's culture, characterized by individualistic work styles and departmental silos, presents a significant barrier to effective team collaboration. This culture, coupled with a lack of clear communication channels, has contributed to misunderstandings, frustration, and a lack of shared goals.
Leadership Styles: Professor Smith's leadership style, characterized by a lack of clear direction and a reluctance to confront conflict, has hampered the team's progress. His inability to effectively manage diverse personalities and communication styles has created a sense of uncertainty and frustration within the team.
Team Dynamics: The team suffers from a lack of cohesion and trust. Individual members are hesitant to share ideas and collaborate effectively. This is further exacerbated by the presence of strong personalities and conflicting work styles.
Communication Patterns: Communication within the team is fragmented and ineffective. The team lacks clear communication channels and protocols, leading to misunderstandings, missed deadlines, and a lack of shared understanding.
Motivation Theories: The team lacks a clear sense of purpose and motivation. The lack of clear goals, recognition, and rewards has diminished individual motivation and engagement.
Change Management: The introduction of the new team represents a significant organizational change. The lack of a clear change management strategy has contributed to resistance, anxiety, and uncertainty within the team.
4. Recommendations
4.1. Foster a Culture of Collaboration:
- Implement Team-Building Activities: Organize team-building exercises and workshops to foster trust, communication, and a sense of shared purpose.
- Establish Clear Team Norms: Develop and communicate clear team norms and expectations regarding communication, decision-making, and conflict resolution.
- Promote Cross-Functional Communication: Encourage regular communication and collaboration between team members from different departments.
- Celebrate Team Successes: Recognize and celebrate team achievements to reinforce the importance of collaboration and teamwork.
4.2. Enhance Communication Strategies:
- Establish Clear Communication Channels: Implement clear communication protocols and channels for information sharing, feedback, and decision-making.
- Utilize Technology Effectively: Leverage communication technologies like project management software, video conferencing, and online collaboration platforms to enhance communication and collaboration.
- Promote Active Listening: Encourage active listening and respectful communication among team members.
- Provide Regular Feedback: Implement a system for regular feedback and performance reviews, ensuring open and constructive communication.
4.3. Develop a Robust Leadership Development Program:
- Leadership Training: Provide Professor Smith with leadership training to enhance his communication, conflict resolution, and team management skills.
- Mentorship Program: Pair Professor Smith with a seasoned leader to provide guidance and support.
- Empower Team Members: Encourage team members to take on leadership roles and responsibilities to foster a sense of ownership and responsibility.
- Develop a Succession Plan: Identify and develop potential future leaders within the team to ensure continuity and leadership development.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with the university's mission of fostering collaboration, innovation, and student success.
- External Customers and Internal Clients: The recommendations aim to improve the quality of course development, benefiting both students and faculty.
- Competitors: The recommendations aim to enhance the university's competitiveness by fostering a culture of innovation and excellence.
- Attractiveness: The recommendations are expected to improve team performance, leading to increased efficiency, effectiveness, and student satisfaction.
6. Conclusion
By implementing these recommendations, Fern Fort University can overcome the challenges faced by 'The New Team' and create a more cohesive, collaborative, and productive environment. This will lead to improved course development, enhanced student learning, and a more positive and fulfilling work experience for faculty members.
7. Discussion
Alternative Options:
- Dissolving the team: This option would be detrimental to the university's goals of streamlining course development and fostering collaboration.
- Replacing Professor Smith: While this could address leadership issues, it might disrupt the team's progress and create further instability.
Risks and Key Assumptions:
- Resistance to change: Some team members may resist the changes implemented.
- Time commitment: Implementing these recommendations requires significant time and effort.
- Financial resources: Training and development programs may require additional financial resources.
Options Grid:
| Option | Benefits | Risks | Costs |
|---|---|---|---|
| Foster a Culture of Collaboration | Improved team cohesion, increased productivity, enhanced communication | Resistance to change, time commitment | Moderate |
| Enhance Communication Strategies | Clearer communication, reduced misunderstandings, improved decision-making | Time commitment, technological investment | Moderate |
| Develop a Robust Leadership Development Program | Improved leadership skills, enhanced team performance, succession planning | Financial investment, time commitment | High |
8. Next Steps
- Develop a timeline: Establish a timeline for implementing the recommendations, including key milestones and deadlines.
- Secure resources: Allocate necessary resources, including funding, time, and personnel, to support the implementation.
- Communicate the plan: Communicate the plan to all stakeholders, including team members, department heads, and university leadership.
- Monitor progress: Regularly monitor the progress of the implementation and make adjustments as needed.
By taking these steps, Fern Fort University can successfully address the challenges faced by 'The New Team' and create a more effective and collaborative environment for course development.
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Case Description
A marketing team, asked to compile a marketing deck in response to an urgent request by the head of a business, has completed the task. Still the team leader is concerned about the dynamics he observed during the meeting of his marketing group team. He has noticed that a recent recruit to the team, an African American, is being ignored when he contributes to the discussion although his ideas are solid ones. The leader is left with some nagging questions: What happened to this recruit in the meeting? Why wasn't he more integrated into the team? How was he feeling about the meeting? And most important, was there any way to make the collaborative process more effective the next time around?
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