Team work reports examples

1. What is your immediate reaction to the scenario? How would you feel if you were the person this situation was about?
I would seek the input of top management to arbitrate and bring order to team meetings. This is because each department needs to listen to and respect the others instead of accentuating narrow professional interests. If I was the person concerned with this situation, I would feel demoralized and ineffective.
2. How could this situation have been avoided?
This situation could have been avoided if each department clearly understood its role in the entire production process and how errors of commission or omission could affect production. During meetings, each department should have been allowed to explain its contribution and how other units would support it for the good of the firm. A neutral leader should also have been in charge of team meetings.
3. What approaches to resolving this conflict are appropriate?
With a top but neutral manager as the leader, a meeting must be held to define the conflict and its causes. Each team member must participate in identifying possible solutions, prioritization of suggestions, selection of the most appropriate strategy and implementation of the latter. In this case, all team members must appreciate and accommodate the role played by each other in all the phases of product development and the inherent interdependence between all the departments. Future team meetings should also be chaired by the manager who chaired the conflict resolution / management meeting.
4. What are some things that, if done, would make this approach successful?
The top manager moderating the process must remain dispassionate and create an atmosphere in which different technical experts understand one another. He / she should emphasize that the firm’s production capability and profit motive must be protected and promoted by all departments.
5. What are some things to avoid when attempting to resolve this conflict? Why?
In the process of resolving this conflict the leader must avoid siding with any department or accentuating the role of one over the other. This is because the meetings will not be productive unless each department feels valued and crucial to the entire process of product development.