As we bring together the components of this class: Teams, Leadership, Conflict Resolution,

Employees, Ethics and Communication, let’s turn to putting them into practice. Read the
Case Study, A Vigilance Project
(https://web.stevens.edu/ses/documents/fileadmin/documents/pdf/The_Vigilance_Project_Stu
dent_Workbook_Final.pdf) and answer the following questions.

1. Why is this case about team conflict? What conflicts do you see developing?

2. How is distance affecting team dynamics and performance?

3. What do you think about the decision to appoint subteam sponsors? What problem
can it solve? Which problems might it not solve?

4. In addition to technical skills, what does this case say about the kinds of skills that
must be considered when staffing important projects?

5. What kinds of training and development activities would you have incorporated into
this team's efforts? When would you have done them?

6. Can this project be saved? Can this team? What steps should be taken?

Answer

1. Why is this case about team conflict? What conflicts do you see developing?

Conflict is referred to as disagreements and resistances between team members generated by

perceived incompatibilities or divergence in perceptions, expectations, and opinions (Furumo
2009). This case highlights what is known as Interdepartmental conflict this manifests as
follows:

Lack of clear Mission:

The team's mission’s in the project are not clearly stated and it shows there may have been
lack of awareness in job duties. The setting of measurable goals for the core team and sub-
teams creates an outline that everyone in the team should strive to achieve.

Unclear Chain of command

There is no clarity on the chain of command between the core team and sub-teams, we see the
Project Manager, Didier Amrani overtaking many roles and responsibilities of other team
members.

Team members not valued

Those that had worked earlier on Perspective felt that they were not included in the new
Vigilance project, which impacted their enthusiasm.

Communication issues

The project manager canceled teleconferences without notice or consulting other team
members.

Incompatible management style

Team conflict is also evident due to the project leader using an autocratic management

style while supervising a virtual team. His style of management is creating severe

problems with the team developing trust and group cohesion.

Differing culture and task approach

The U.S. team favored decentralized communication while the French-based team

members favored centralized communication. The French team was more controlling and

dominant; they refused to consider any suggestion from the U.S. team based on their

previous experience in handling a similar project.

Interdependence

Conflicts arise because people are interdependent. The core team members were divided
about how they see the nature of interdependence within this project.

2. How is distance affecting team dynamics and performance?

Though technology makes it increasingly possible for people to work together regardless of
where they are located, distance affects communication and the differences in time zones
makes real-time collaboration difficult. Distance also brought with it cultural differences,
being located in the same office could have helped in doing away with issues of trust and
allowed the teams to work more cohesively. Physical and emotional distance affects
communication effectiveness, satisfaction with supervisors and leadership effectiveness
(Varela, Burke, & Landis, 2008).

3. What do you think about the decision to appoint subteam sponsors? What problem can
it solve? Which problems might it not solve?

Adding more team members increases complexity, as the team seems large already and this
will not help resolve conflicts. It also creates another sub layer that needs to be
communicated to. To some extent, this could help dilute the negative effects of Didier’s
actions as these new elements come in a mediation role. This may also send a message of
accountability.

4. In addition to technical skills, what does this case say about the kinds of skills that
must be considered when staffing important projects?

Clear communications, proper team composition and structure, a focused agenda,

compatible leadership style and the coordination of team activities are prerequisites to
an effective project team.

5. What kinds of training and development activities would you have incorporated into
this team's efforts? When would you have done them?

The team requires training in the selection and use of appropriate conflict management
strategies (Metcalf & Urwick, 2004). Styles of behavior such as integrating, obliging,
dominating, avoiding and compromising can be used to deal with conflicts in this case.
Training members could have been done when the teams were formed, this can also be on
going.
 6. Can this project be saved? Can this team? What steps should be taken?

The project can still be saved; by initiating conflict resolution measures and endeavoring to
minimize the conflict levels through actions such as:

 Replace current project manager with someone who is a team player (power
intervention)

 Set a clear agenda

 Regular ongoing team meetings and better communication

 Stress the importance of supporting each other

 Respect and trust can be a part of the team's guidelines

 Coordinate the team’s activities

 Create team identity

REFERENCES

Furumo, K. (2009). The impact of conflict and conflict management style on deadbeats
and deserters in virtual teams. Journal of Computer Information Systems, 49(4), 66-73.

Metcalf, H. C., & Urwick, L. (2004). Dynamic Administration: The Collected Papers of
Mary Parker Follett (Early Sociology of Management and Organizations) (Vol. 1). Taylor
& Francis, .

Varela, O. E., Burke, M. J., & Landis, R. S. (2008). A process model of emotional

conflict: Emergence and dysfunctional effect in groups. Group Dynamics: Theory,

Research, and Practice, 12, 112- 126.