Case 1
Jennifer is a happy, productive, effective team player. She shows up for work on time,
works overtime if needed, and even asks coworkers if they need assistance. On her
last performance appraisal, she earned high marks for her rate of production and her
ability to get along with the coworkers. The hospital has just installed new software
for processing orders and returning laboratory result. You have tried several times to
schedule Jennifer for the training to update her skills, but she seems to be making
one excuse after another. You overheard Jennifer telling a co-worker that she was
not interested in learning any new software because it took a long time to learn the
system currently in us. You need everyone in the department to be up to date on the
new software and procedures for using it. You need to take action as the manager of
the entire laboratory.
Case 2
You have just merged your practice with another group and have moved your staff
into their office. The office staff from the original group seemed friendly enough
during the initial stages of the merger, but you note some friction developing. There
seemed to be cliques forming between the staff of the two former offices. You had
hoped that everyone would just merge their desks and operating procedures and get
along well. Your office manager, Daniel, is having difficulty adjusting to being under
the direction of the group office manager. He had systems and process set up and run
the office efficiently. You do not know if his trouble is the result of the recent changes
or caused by now reporting to a younger female supervisor, Amanda. Daniel seems to
be lining up the old staff to challenge Amanda at every turn. You are busy with your
own issues as a result of the merger and really had hoped that the staffs would be
operating as one big happy family by this point. You have been ignoring the small
disagreements that you have witnessed between the two groups of staff members but
are not sure if more action is needed.