The Team That Wasn't - The Case Centre

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Management article

Reference no. 94612Z

Authors: Suzy Wetlaufer (Harvard Business School); Jon R Katzenbach (Harvard Business School); J Richard Hackman (Harvard Business School); Genevieve Segol (Harvard Business School); Paul P Baard (Harvard Business School); Ed Musselwhite (Harvard Business School); Kathleen Hurson (Harvard Business School); Michael Garber (Harvard Business School)

Published by: Harvard Business Publishing

Originally published in: "Harvard Business Review", 1994

Revision date: 30-Jan-2013

Length: 16 pages

Topics: Teams; Cross functional management; Group dynamics; Conflict; Interpersonal skills

Share a link: https://casecent.re/p/67157

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Abstract

Eric Holt had one responsibility as FireArt's Director of Strategy: to put together a team of people from each division and create and implement a comprehensive plan for the company's strategic realignment within six months. It seemed like an exciting, rewarding challenge. Unfortunately, the team got off on the wrong foot from its first meeting. Randy Louderback, FireArt's charismatic and extremely talented Director of Sales and Marketing, seemed intent on sabotaging the group's efforts. Anxiously awaiting the start of the team's fourth meeting, Eric was determined to address Randy's behavior openly in the group. But before he could, Randy provoked a confrontation, and the meeting ended abruptly. What should Eric do now? Is Randy the team's only problem? May be used with: The Team That Wasn't (HBR Case Study).