SUMITA DAS

Generating Alternatives

Think about the actions that can be taken to address the strategic issue identified in the previous

step. Describe each alternative action in 1-2 sentences.

1. Individual Accountability Plans: To create individual accountability

plans that must outline each team member's specific responsibilities and
commitments for each project or meeting to ensure that everyone is
contributing and prepared.
2. Diverse Task Assignments: Encourage diverse task assignments,
allowing each team member to leverage their unique strengths and
expertise, which can lead to more balanced and productive teamwork.
3. Exploration of Team Roles: Explore and discuss team roles, such as a
coordinator, timekeeper, or note-taker, to distribute responsibilities and
promote efficient meeting management.
4. Resource Sharing: Facilitating the sharing of relevant resources, such
as articles, study materials, or learning tools, among team members to
enhance preparation and understanding.
5. Clear Communication Channels: To establish clear channels for
communication outside of meetings, such as a dedicated group chat or
email thread, to facilitate information sharing and coordination.

● Support each choice of alternative with references from the reading.

 ● Team Training and Development Workshops:

Point of Support: The statement highlights that learning teams require specific
skills for self-management and collaboration. Workshops can provide team
members with these skills, as well as tools for effective communication and
conflict resolution.As reference the article mentions that learning teams require
distinct skills compared to teams with designated leaders.

● Establish Clear Meeting Norms:

Point of Support: The team struggles with unclear expectations and

disagreements about meeting procedures. Establishing clear norms and
expectations can help streamline meetings and reduce conflicts.and as reference
the scenario illustrates how disagreements and lack of clarity can hinder team
meetings.

● Peer Feedback Mechanism:

Point of Support: The reading portrays the need for improved communication and
feedback within the team. A peer feedback mechanism can facilitate open and
constructive feedback among team members. As reference the scenario hints at
the importance of effective communication within the team.

● Describe the pros of each alternative in 1-2 sentences, followed by the cons, again in 1-2

sentences.

1. Team-Building Activities:

· Pros: Team-building activities promote trust and camaraderie among

team members, improving interpersonal relationships.

· Cons: Organizing and participating in team-building activities may

demand extra time and effort from already busy students.

2. Reflection and Evaluation:

 · Pros: Regular reflection sessions encourage self-assessment and
continuous improvement, helping the team adapt and grow.

· Cons: Consistently implementing reflection sessions may be

challenging, and some team members might resist self-assessment.

3. Transparent Communication:

· Pros: Establishing clear communication channels outside meetings

enhances information sharing and coordination, reducing
misunderstandings.

· Cons: Introducing new communication channels may require adaptation

and adjustment from team members.

Generating Alternatives

SUMITA DAS

Case study 2

Generating Alternatives

Think about the actions that can be taken to address the strategic issue
identified in the previous step. Describe each alternative action in 1-2
sentences.

1. The Compensation Structure should be revised and by adjusting the

compensation structure to align incentives with the team's performance
goals, ensuring that it motivates employees to achieve higher sales and
profitability.

2. Revaluation the target-setting process, involving regional and country

managers in setting more realistic and achievable targets based on local
market conditions, capabilities, and resources.
3. By establishing a regular feedback and performance review process
that allows team members to share their concerns, suggestions, and
feedback on team dynamics and leadership.

4. Conducting a thorough market analysis to better understand external

factors affecting the team's performance, such as changes in market
conditions, competition, and customer preferences.

b. Support each choice of alternative with references from the reading.

1.Khan is concerned about leading a team of 68 people from 27 countries

who speak 18 different languages. The diverse ratio provides an evidence
of the team's diversity, including their language differences and cultural
backgrounds. This is illustrated by the fact that team members have
segregated into language-based cliques and that some employees are not
even aware of the team's poor performance due to limited communication.

2. Khan seeks to understand whether the team's problems are primarily

external i.e market-related) or internal i.e team dynamics. The meeting with
senior executives reveals conflicting accounts of the challenges. Sunil
attributes the issues to market factors, Lars to changes in the brand, and
Ramazan to problems with target setting. This shows the complexity of the
challenges faced by the team.

3.Khan recognizes the importance of understanding individual motivations

and values to drive team performance. This is evident in his conversation
with Farah, where he seeks to understand what motivates her and how it
aligns with her job. Khan's approach to uncovering these personal
motivators is based on training he received.

c. Describe the pros of each alternative in 1-2 sentences, followed by the cons,
again in 1-2 sentences.

Following alternatives with pros and cons has been sighted below in two
option:
1: Accepting the Position as Global Sales and Marketing Team Manager

Pros:

Accepting the position offers Khan the opportunity to further advance his
career and potentially fast-track his path to an executive role within the
company.

Khan has experience with culturally diverse teams, and if successful, he could
harness the team's diversity for innovative solutions and enhanced market
penetration.

Cons:

The team's recent poor performance and complex challenges pose a

significant risk to Khan's reputation and career progression within the
company.

Managing a team with 18 languages and diverse cultural backgrounds

presents ongoing communication and cultural sensitivity challenges,
potentially hindering team cohesion.

2: Declining the Position as Global Sales and Marketing Team Manager

Pros:

By declining the position, Khan avoids the high risk associated with attempting
to turn around a struggling team, protecting his current status as a high-
potential employee.

Khan can maintain his existing trajectory within the firm, minimizing the
potential damage to his career caused by the team's challenges.

Cons:

Declining the role means missing out on the chance to lead a diverse team
and potentially make a significant impact on the company's global sales and
marketing efforts.

Khan might wonder whether he passed up a valuable career opportunity and

may always question what could have been if he had accepted the challenge.
SHUBHAM KUMBHAR

Identifying the key strategic issue

The key strategic issue, in this case, is how to improve the teamwork, collaboration, and

communication within the learning team to ensure that they can effectively work together on

case studies and other tasks. Addressing these issues is crucial to ensure that the learning team

functions cohesively and maximizes its effectiveness in achieving the educational goals of the

MBA program.

The root cause of the issue is a combination of factors, including the following:
 1. Lack of Individual Accountability: Some team members, like Daren Onyealisi, are not

fully prepared for team meetings, as evidenced by his admission of not having read the

case for the evening. This lack of individual accountability undermines the team's overall

effectiveness.

2. Communication Breakdown: Communication within the team has deteriorated, leading

to disagreements and conflicts. For example, when members like Prasad and Onyealisi

argue about splitting case work and question the value of conceptual discussions, this

indicates a breakdown in understanding and cooperation.

3. Differences in Approaches: The team members have differing approaches to case

studies, with some emphasizing conceptual understanding and others wanting to focus on

practical aspects. This disconnect in approaches leads to inefficiencies and tension during

discussions.

In the best-case scenario, without any action taken to address these issues, the team might

manage to complete assignments and cases on time but with suboptimal quality and limited

understanding of the underlying concepts. Members may continue to work in isolation,

neglecting each other's opinions and concerns.

In the likely case scenario, if no action is taken, the team's performance will continue to

deteriorate. Disagreements and conflicts may escalate, leading to a further breakdown of

communication and teamwork. This could negatively impact individual learning experiences and

academic performance.

In the worst-case scenario, if no action is taken to address the team's issues, the team may

become dysfunctional. Members might refuse to cooperate, leading to incomplete assignments

and poor academic results. The team's lack of cohesion could result in stress and dissatisfaction

among team members, negatively affecting their overall MBA experience. Ultimately, this could

lead to poor individual and collective learning outcomes.

GENERATING ALTERNATIVES

1. Implement Structured Team Meetings: Organize well-structured team meetings with a

clear agenda, set discussion rules, and a designated facilitator to enhance communication,

as discussed in the text when Jennifer Martin attempts to maintain order during a chaotic

discussion.

2. Individual Accountability Agreements: Require team members to sign individual

accountability agreements, as suggested by the lack of preparation exhibited by Daren

Onyealisi. This will help ensure that each member is committed to their responsibilities.

3. Conflict Resolution Workshops: Organize conflict resolution workshops for the team to

improve their ability to handle disagreements and communication breakdowns, as evident

from the growing tensions during discussions.

4. Leadership Training: Provide leadership training for each team member to rotate

leadership responsibilities, as suggested by the absence of a formal leader within the

team, enhancing their leadership skills and ability to steer discussions effectively.

5. Team Charter Development: Develop a team charter outlining expectations, roles, and

communication guidelines, as this aligns with the concept of defining shared power and

accountability in self-managed teams, which is mentioned in the text.

6. Conceptual Understanding Sessions: Organize optional sessions to discuss case study

concepts, addressing the different approaches to tackling assignments by team members,

as described in the text.

7. Regular Peer Feedback Mechanism: Implement a system for regular peer feedback, as

mentioned in the text when Jennifer Martin requests help from her peers in addressing

team issues.

8. Case Workload Division: Allow team members to divide the workload by splitting

cases, addressing the concerns raised by Prasad and Onyealisi, but with clear expectations

that all team members will contribute to discussions for each case.

Pros and Cons:

1. Structured Team Meetings:

○ Pros: Structured meetings can improve organization, enhance communication,

and ensure that discussions remain focused on the task at hand.

○ Cons: Overly structured meetings may stifle creativity and spontaneity,

potentially making team interactions feel rigid and less collaborative.

2. Individual Accountability Agreements:

○ Pros: Accountability agreements can ensure that team members come prepared

for meetings and fulfill their responsibilities, promoting a sense of commitment.

○ Cons: Some team members might resist the formality of such agreements,

viewing them as bureaucratic or burdensome.

3. Conflict Resolution Workshops:

○ Pros: Conflict resolution workshops can equip team members with essential skills

for resolving disagreements and fostering a more harmonious working

environment.

○ Cons: Participation in workshops may be seen as an acknowledgment of

persistent conflicts, potentially leading to resentment among team members.

4. Leadership Training:

○ Pros: Leadership training can empower all team members to take on leadership

roles and provide a structured approach to managing team discussions.

○ Cons: Inexperienced leaders may struggle with their newfound responsibilities,

potentially leading to a lack of direction within the team.

5. Team Charter Development:

○ Pros: A team charter can establish clear expectations and guidelines, promoting

shared power and accountability while reducing ambiguity.

○ Cons: Developing and adhering to a charter requires time and effort, and team

members may resist adhering to formal rules.

6. Conceptual Understanding Sessions:

○ Pros: Additional sessions on case study concepts can bridge the gap in

understanding between team members with different approaches, leading to more

productive discussions.

○ Cons: These sessions might require extra time and resources, potentially adding

to the workload of already busy MBA students.

7. Regular Peer Feedback Mechanism:

○ Pros: Regular feedback can promote open communication and help team

members address issues constructively, leading to improved teamwork.

○ Cons: Constructive feedback requires skill, and some team members may

struggle with giving or receiving it.

8. Case Workload Division:

 ○ Pros: Splitting cases allows team members to leverage their individual strengths

and interests, potentially leading to more in-depth analysis.

○ Cons: A division of cases may lead to uneven workload distribution or a lack of

shared understanding across cases, impacting overall team cohesion.

Offering Recommendations

Recommended Course of Action: The most suitable alternative for addressing the issue within

the learning team is to implement Facilitated Team Discussions with a designated facilitator

during meetings.

Decision Criteria and Rationale:

● This choice is based on the assessment that the team's primary issue is communication

breakdown, conflicts, and a lack of structure during discussions.

● Facilitated Team Discussions will provide an impartial guide to maintain order during

meetings, ensure that all voices are heard, and manage conflicts constructively.

● While other alternatives, such as individual accountability agreements or leadership

training, address specific issues, none directly address the immediate need for improved

communication and collaboration as effectively as a facilitator-led discussion.

Recommended Action: Implement Facilitated Team Discussions during learning team

meetings. Assign a facilitator, either a team member or an external resource, to guide

discussions, ensure equal participation, and mediate conflicts. This will foster a more productive

and harmonious team environment, directly addressing the root causes of the issue, which are
communication breakdown and conflicts. Other alternatives may help in the long term but are

less immediate in their impact on the team's collaborative effectiveness.

Preparing a plan of action

To address the issues within the learning team described in the case study, the manager (in this

case, Tony Marshall, the learning team mentor) can implement a series of actions to improve

team dynamics, participation, and effectiveness:

Goals: The primary goal is to enhance the functioning of the learning team by improving

communication, collaboration, and constructive discussions. Additionally, the goal is to ensure

all team members actively participate and respect one another during meetings.

Who Does What:

1. Tony Marshall (Learning Team Mentor): Tony will take on the role of facilitating

team discussions. His responsibilities include ensuring order during meetings, mediating

conflicts, and encouraging equal participation.

2. Team Members: Team members are expected to actively participate in discussions,

follow discussion rules, and engage constructively during meetings.

Timeframe for Each Activity:

● Selection of Facilitator (Tony Marshall): This should be done within one week.

● Initial Facilitated Meeting: Tony should begin facilitating discussions in the next

learning team meeting.

● Ongoing Facilitation: This should continue throughout the academic term.

Measures of Success: The success of this intervention can be measured through the following:

● Improved Communication: Measure the number of conflicts and misunderstandings

before and after facilitation.

● Participation Equality: Evaluate participation levels for each team member before and

after facilitation.

● Meeting Efficiency: Assess the time and quality of discussions during facilitated

meetings compared to previous unstructured meetings.

Possible Coordination Issues:

● Scheduling Facilitator: Ensure Tony's availability aligns with the team's meeting

schedule.

● Facilitator's Training: If Tony is not experienced in facilitation, he may need training to

develop effective facilitation skills.

Possible Challenges to Consider:

● Resistance to Change: Team members may initially resist the introduction of a facilitator

or structured meetings.

● Facilitator Selection: Choosing the right person to lead discussions may be challenging.

● Skill Development: Tony may need time to develop effective facilitation skills.

● Balancing Participation: The facilitator should ensure that all team members have a

chance to express their views without dominating discussions.

By taking these steps, the manager can guide the learning team toward more productive and
effective interactions, improving the overall learning experience for all team members. The
success of this approach will be evident through enhanced team dynamics, increased
participation, and a more efficient use of meeting time

POONAM KUMARI

Key Strategic Issues:

It seems like team is currently in the "Forming" to "Storming" stage of group development, as

described by Bruce Tuckman's model. Given the diverse backgrounds and relatively short time

the team has been together, it's natural to experience some challenges in the early stages of

forming a cohesive and effective team.

Here are some potential issues and recommendations for your team members:

· Individuals attitude: Few members are bit introvert and find challenges in initiating

conversations, while others appear reluctant to acknowledge differing viewpoints. There is a lack

of open communication and being active listeners.

· Excessive Analysis: Too much analysis done by the team without first finalising the scope of

work. A lack of clear scope, agenda, guidance or proper structuring of approach and direction,

and thus leading to unproductive discussions, likely to increasing conflicts and frustration among

team members

· Mentorship Missing: Tony Marshall(mentor), not properly guiding and facilitating

discussions to resolve conflicts and move the team towards the "Norming" stage

· Lack of Vision and Planning: The absence of a shared vision, milestones, defined roles and

responsibilities, and comprehensive planning, including leveraging individual strengths, was

apparent in the team's overall discussions.

These strategic issues are hampering the team's progress and effectiveness. Addressing them is

crucial for the team's growth and success.