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CASE STUDY 3
1. Who is the client in this case? In order to resolve the team issue and improve their working
relationship, Marie and Eduardo are looking for support from within their company.
The clients are Ann Marie Lewis, and Eduardo Silva.
The relevant client types from Chapter 6 that could be involved in this engagement include:
Group Clients – The team of product development and product service and support.
Internal clients - In order to resolve the team issue and improve their working relationship,
Marie and Eduardo are looking for support from within their company.
2. What questions will you want to ask Ann Marie and Eduardo in your initial meeting?
a. How long has this problem been occurring? Is it a recent development or a longstanding issue? Understanding the timeline can provide insights into any underlying
causes or triggers.
b. Could you go into further detail regarding the effects of upgrade request delays? How
does this affect customer happiness or overall business performance, as well as Product
Service and Support?
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c. Are there any restrictions, restrictions, or sensitivities that must be considered when
working on this issue? This may involve budget limitations, time limits, or any
organizational culture elements.
3. What would be the “red flags” that might cause you to reconsider whether this engagement
is a good idea? What will you be listening for as you hold your initial meeting?
Finger-pointing or assigning blame: If there is a tendency to do so without accepting
responsibility or looking for cooperative solutions, it may be a sign of a lack of
accountability and a possible roadblock to growth.
Incompatible Goals or Priorities: It could be difficult to reach a point of agreement for
collaboration if Ann Marie and Eduardo have fundamentally different goals and priorities.
Conflicting goals or opposing interests can impede development and make it challenging
to get the results you want.
As a professional in internal organization development, I will pay close attention to Ann
Marie and Eduardo's answers during our first meeting.
Problem Descriptions: I'll pay attention to their viewpoints on the difficulties and disputes
that have emerged between their teams, the particular problems that have occurred, and
any underlying causes they bring up.
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Emotional Tone: I'll pay attention to how they sound and behave emotionally so I can tell
how frustrated, worried, or urgent they are about the problem. This will make it easier for
me to comprehend the problem's importance and effects.
4. What would you propose as next steps?
I would suggest the following next steps as an internal organization development
practitioner based on the data acquired at the initial discussion with Ann Marie and
Eduardo:
Make a thorough assessment of the existing situation, taking into account team dynamics,
communication patterns, and the root reasons of problems. For this, surveys, interviews,
focus groups, and observations of team members and stakeholders may be used.
Share Assessment Findings: Inform Ann Marie and Eduardo of the diagnostic assessment's
important findings, including any patterns or potential fundamental causes. This will
strengthen the community's understanding of the problems and support the need for
intervention.
Continually evaluate the progress of the intervention efforts, get team member feedback,
and track the interventions' effects on communication and team dynamics. To guarantee
efficacy and alignment with the targeted results, modify the method as necessary.
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Offer Ongoing Support: Throughout the intervention process, provide Ann Marie, Eduardo,
and the teams with on-going support and direction. In order to maintain the beneficial
changes and solve any new issues, this can involve coaching, mentoring, and the provision
of resources.
By taking the following actions, the product development and product service and support
teams can establish an organized and cooperative approach to resolving issues, enhance
collaboration, and cultivate a productive working relationship.
References:
Anderson, D. L. (2019). Organization development: The process of leading organizational
change.