Name : munawar ali

ID : 41390

Subject : professional prectices

Case study : group management

A Mini Case Study

Getting the Group to Work as a Team

Martha has been assigned a team of 10 people to help her plan a major customer appreciation event.
They have been working together for over a month now and they just haven’t really come together as a
team. She was sure she started off well. She contacted each individual on the team and let them know
their responsibilities on the project.

Each of the members gets the tasks completed, but don’t seem concerned with the others on the team.
If someone needs help, no one pitches in to assist. If a team member has a problem, no one helps him to
solve that problem. Just yesterday one of the team members had an emergency and asked if someone
on the team could have a call with the sales team so she could leave early. No one offered to help so
Martha jumped in to assist. Martha had to do something. This was a bad experience for everyone
frankly and some folks already were talking about getting off the project. Plus she felt the event won’t
be as good as it could if they just came together as a team.

Here is what Martha should have done: Martha never got the team together prior to starting the
project to get to know each other and discuss how they will work together to accomplish the goals of
the project. She could have done this by getting the time in one location or even using a virtual tool. In
order to get the group to come together as a team now, Martha might step back and hold a team
building session. During this time she should plan to accomplish the following:
Enable for time for team members to build relationships by getting to know each other on a personal
level

Develop processes and procedures for how the team will: share work, meet the objectives of the
project, solve problems and resolve conflicts and make decisions

When the team members get to know each other, they will begin to support each other and will be
more concerned about their team mates. Bottom line, they will function as a team.

. Engaging teams :

Most team members are excited about working on a new project, even if a bit apprehensive. Generally
they are excited about the possibilities and start off optimistic. It may certainly be “uninformed
optimism” since they may not know enough about what the project entails just yet.

But what if they start off pessimistic about the project from the start? All doom and gloom. And – as if
that is not enough – as the project manager no matter what you try you just can’t headway with some
of the team. For some of the team members - nothing is right, nothing is sufficient, nothing will work –
it’s the end of the world.

Take a deep breath! You can get past this.

First, we’ll assume that you have a sponsor who is onboard, recognizes the issues and is supportive of
you – and will jump in if you need him to do so.

Begin by scheduling a meeting with the team members who have the issues to understand what is going
on and develop a plan to move forward. We don’t all have to be best friends on the team but we must
respect each other and learn how to work together effectively. Discussions in this meeting should focus
on:

What is driving the pessimism?

What does the team need to move forward?

The goal is to understand the issues driving the pessimism and come to agreement on what the team
needs that will satisfy them so they can move forward. Be really clear here regarding specifically what
needs to be done. I have learned that for those team members who are just not going to move forward
no matter what, you can spend way too much time trying to get them to come along to the detriment of
the project.

If it is needed, have the sponsor involved in this discussion with the team. There have been two
instances when I needed the sponsor’s involvement because of the situation. Sometimes someone
higher up needs to help the team to move forward. In one situation, the team just didn’t want to do the
project because they were happy with the way things were in the organization and the project was a big
change. As much as I tried to move them forward, it required my project sponsor to explain that the
organization was moving forward and they needed to come along.

When we can get the people together, we can begin to open up communications, share thoughts and
address issues, in a professional manner. Consider an outside facilitator to help the team to listen to
each other and really hear what someone else is saying. Until the team gets their concerns addressed, or
feel heard, they cannot be productive. If they are not productive, the project cannot succeed.

In one of the situations where I needed to get a sponsor involved, the ultimate decision made was to
remove the team member from the team and replace him with another. I saw it as a personal failure on
my part. I have always worked diligently to develop strong working relationships with individuals on the
team and was never able to do so with this particular team member. Regardless of what I did, or didn’t
do, it was always a problem for this person. I’ll call it a personality issue; it happens. Although I worked,
with the support of the project sponsor, to repair my relationship with this individual, it never
happened. The sponsor ended up replacing the individual on the team. Frankly I think it was more than a
personality issue, the individual just didn’t want the project to move forward. Had I kept trying to work
it out with him and keep him on the team, the project would have suffered. All of my energy was going
to him.