In the fall of 2000, Ducor Chemical received a research and development contract from one of their most important clients. The client had awarded Ducor with a twelve-month, sole-source contract for the R&D effort to create a new chemical that the client required for one of its future products. If Ducor could develop the product, the long-term production contract that would follow could generate significant profits over the next several years. In addition to various lab personnel who would be used as needed, the contract mandated that a senior chemist be assigned for the duration of the project. In the past, the senior chemists had been used mainly for internal rather than external customer projects. This would be the first time a senior chemist had been assigned to this client. With only four senior chemists on staff, the project manager expected the resource negotiation process with the lab manager to be an easy undertaking. Project manager: “I understand you’ve already looked over the technical requirements, so you should understand the necessity for assigning your best senior scientist.” Lab manager: “All of my senior scientists are good. Any one of them can do the job. Based upon the timing of your project, I have decided to assign John Thornton.” Ducor Chemical 237 1321.ch05 11/3/05 9:14 AM Page 237 Project manager: “Just my luck! You assigned the only one I cannot work with effectively. I have had the misfortune of working with him before. He’s extremely arrogant and unpleasant to work with.” Lab manager: “Perhaps so, but he got the job done, didn’t he?” Project manager: “Yes, he did. Technically, he is capable. However, his arrogant attitude and sarcasm produced a demoralizing atmosphere for my team. That project was about three months in length. This project is at least a year. Also, if follow-on work is generated, as I expect it to be, I’ll be stuck with