Case 3 Bean Counter Cowboy Morning Project Team Meeting Promised Interesting One Tensions Q31101620

Case 3: The Bean Counter and theCowboy

The morning project team meeting promised to be an interestingone. Tensions between the representative from marketing, SusanScott, and finance, Neil Schein, have been building for severalweeks now—in fact, since the project team was formed. As theproject manager, you have been aware that Susan and Neil do not seeeye to eye, but you figured that over time they would begin toappreciate each other’s perspective and start cooperating. So far,unfortunately, that has not happened. In fact, it seems that hardlya day goes by when you do not receive a complaint from one or theother regarding the other team member’s behavior, lack ofcommitment or cooperation, or general shoddy performance.

As the team gathers for the regular project status meeting, youstart with an update on the project tasks, any problems the teammembers are having, and their assessment of the project’sperformance to date. Before you get too far into the meeting, Susaninterrupts, saying, “John, I’m going to be out of town for the next10 days visiting clients, so I can’t make the status meetingseither of the next two Fridays.”

“That figures,” Neil mutters loud enough for all to hear.

Susan whirls around. “I have another job around here, you know,and it involves selling. It may be convenient for you to dropeverything and come to these meetings, but some of us have otherresponsibilities.”

Neil shoots back, “That’s been your excuse for missing half ofthe meetings so far. Just out of curiosity,” he continuessarcastically, “how many more do you figure on blowing off whilehanging out poolside on your little out-of-towners?”

Susan turns bright red. “I don’t need to put up with that fromyou. You bean counters have no clue how this business works or whodelivers value. You’re so busy analyzing every penny that you havepermanent eyestrain!”

“Maybe I could pay attention if I didn’t have to constantly stayon the backs of you cowboys in sales,” counters Neil. “I swear youwould give our products away if it would let you make yourquarterly numbers, even if it does drive us into the ground!”

You sit back, amazed, as the argument between Neil and Susanflares into full-scale hostility and threatens to spin out ofcontrol. The other team members are looking at you for yourresponse. George, from engineering, has a funny expression on hisface, as if to say, “Okay, you got us to this point. Now what areyou going to do about it?”

“People,” you rap on the table, “that’s enough. We are done fortoday. I want to meet with Susan and Neil in my office in a halfhour.”

As everyone files out, you lean back in your seat and considerhow you are going to handle this problem.

Questions

1-Was the argument today between Neil and Susan the trueconflict or a symptom? What evidence do you have to suggest it ismerely a symptom of a larger problem? (2 marks)

2-Explain how differentiation plays a large role in the problemsthat exist between Susan and Neil. (3 marks)

3- Develop a conflict management procedure for your meeting in30 minutes. Create a simple script to help you anticipate thecomments you are likely to hear from both parties. (2 marks)

4-Which conflict resolution style is warranted in this case?Why? How might some of the other resolution approaches beinadequate in this situation? (3 marks)