"The Team That Wasn't" Discussion Notes Case Study

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The Team That Wasn’t
The most appropriate theory in this case study is the organizational conflict theory. This theory stipulates that there are different types of conflicts that are likely to occur in the company. For example, a department in an organization may have conflicts with another department, the senior managers may have power struggles and team members may also have disputes between each other (Pondy, pp. 246-256). Ordinarily, conflicts among the employees in an organization may be inevitable and they should not be ignored. Petty issues among the team players may escalate and turn into long-standing antagonism which may affect the morale and commitment of the individual members. There is always a need for the managers and team leaders to be aware of the signs of conflicts and address them quickly by bringing the team members together to discuss and resolve the contentious issues. This theory is particularly relevant in this case because it addresses both interpersonal and role conflicts in an organization. In this case, there are several conflicts which have occurred between the team headed by Eric Holt. For example, interpersonal disputes are evident between Randy and the rest team players. Randy is energetic and enormously intelligent but he does not contribute to finding solutions to the company's issues, also, get along with the rest of the members. When Carl Simmons started describing his ideas about restructuring the company systems, Randy mocked him stating that the company should redesign everything including the kitchen sink (Wetlaufer, p.4). Additionally, during the team’s fourth meeting, Ray LaPierre confronted Randy after getting late for the meeting and accused him for not caring about the team, Randy responded by saying that brilliant ideas come from brilliant individuals and not from a team. Randy does also not respect other members’ roles in the team, and he seems to consider h...