ORGANIZATIONAL DEVELOPMENT 5
Case study questions: A global partnership at GFAC consulting.
Sources of conflict between the two groups
It is abundantly clear that there are a number of sources ofconflicts between the two teams. The New York and the Indian team areboth in different geographical locations which are miles from eachother. It is evidently clear from the case study that there is acommunication barrier between the teams. The Indian team accuses thegroup at New York of speaking extremely quickly over the phone henceinterfering with communication. The team at the India office does notseem to understand what the instructions from the New York team andtherefore affecting their productivity and timely delivery of reportsfor clients (Anderson, 2012). Cultural differences also play asignificant part in creating conflicts between the two teams. Forinstance, when the team in India was visited by senior consultants,it was during Diwali and therefore most of the employees were absent.It is clear that the Indian employees feel that their counterparts inNew York do not respect their culture.
The time differences in the two locations also create some form ofconflict between the two teams. It is clear from the interviews ofthe Indian employees that some of the phone calls from New York comeas late as 3.00 AM or 9.00 PM when these employees are supposed to bewith their families. This does not go down well with the Indianemployees hence creating a conflict between the two teams.Additionally, employees at Indian offices feel that they are beingunderutilized (Anderson, 2012). They all have advanced degrees andfeel that preparing reports is something simple they are not supposedto be doing. Lastly, failure to meet deadlines by the Indian team isyet another source of conflict. The New York team feels that theIndian team is lazy and ignores their requests and they have to befollowed up including copying emails to managers to get a job done.
National culture plays a significant role in fueling theconflict in this case. The employees are from different cultures andtherefore pose a huge challenge in the speed at which the Americansspeak. There are also holidays such as Diwali which the employees atthe New York office do not seem to understand. It is the culture ofAmerican nationalities to be punctual and keep deadlines while it isclear that the Indian nationalities hardly observe deadlines(Anderson, 2012). It is the culture of the organization to haveemployees from the local country as employees in the same country. Inthis regard, employees at the Indian service center are mainlyIndians. This creates a situation where there are no varied opinionsregarding how to operate and cooperate with the New York officeemployees.
There are a number of interventions that can be taken in this caseto end the conflict and ensure that the employees work in harmony andthat the two teams are in agreement. To start with, it is essentialto have employee diversity. The New York office should have employeesfrom the Indian culture and the Indian office should also haveemployees from the American culture as well as from other backgrounds(Anderson, 2012). This would ensure that there is a difference ofopinions. It would also be prudent to have a meeting with theconflicting teams and try to find out the sources of the conflicts.This would ensure that the teams agree on the various areas thatmight be affecting them.
Positive team experience
An academic team resulted in positive experience. The team aimed atcompleting an academic assignment. The team comprised of ten membersand every member had a role to play. Every member of the team playedtheir roles hence resulting in high productivity and attainment ofthe set goals. Every member delivered his or her expected results(Gahr & Mosca, 2010). Deadlines were observed by every member andtherefore created a positive experience for the team. The goodleadership by the team leader ensured that any decisions arrived atby the team was through consensus and the members participated fullyin the decision making process.
Negative team experience
Many teams at the professional level require employees to havecommitment. This commitment is especially essential when it emanatesfrom the leaders. One professional team lacked proper leadership andit resulted in a negative team experience (Cappozzoli, 2007). Theleader failed to bring the employees together in a certainmanufacturing company. The team was disintegrated and every memberworked as an individual as opposed to working as a team. Lack ofcooperation and agreement between the leader and the members createda lack of motivation and morale to work hence resulting in extremelylow productivity (Cappozzoli, 2007). The team leader imposeddecisions on the other members hence creating a conflict between himand the members. The members felt that their leader alienated himselffrom the team but took the credit for the success of the team.
There are a few steps that would have been taken to ensure thesuccess of this team. The leader should have consulted the teammembers in arriving at any decision by the team. It is inappropriateto impose decisions on employees. A leader should facilitate theactivities of the team as opposed to managing and controlling theteam members. It is also vital to hold weekly meetings with the teamto let them air their opinions and inform the leader of anygrievances they might have.
Cappozzoli, K. (2007). Resolving conflict within teams. Journalfor Quality and Participation. v18n7, p. 28-30
Gahr, R. & Mosca, J. (2010). Conflict resolution and mediation.Leadership and Organization Development Journal. v16n8, p.37-39.
Anderson, D. L. (2012). Organization development: The processof leading organizational change. Thousand Oaks,Calif: Sage Publications.