History:
Sunflower Fuel Company is a new company that has been formed from a merger with a research and development group and a machine fabrication company. John Clements, the owner of the R & D group has become the new CEO and chairman of the board of the merged company Sunflower Fuel Company. He replaced Fred, the CEO of the machine fabrication company.
Sunflower Fuel Company was formed 2 months ago, and they have had a mostly successful merger. The company consists of a sales team, design team, and the machine fabrication team. The sales and design teams came from both companies and they have had little conflict in defining their new roles within the new company.
Marcia Powell was named the Team Manager by John Clements the CEO. She had previously been with John for 3 years at the R & D group. She was highly qualified to lead the CAD Designer’s, having the most training, and she is able to assist with any of the software that the designers use. However, Marcia has had very little supervisory experience.
Marcia has been pleased about the ease of the group’s transitions and within the “High Performance Model” which Marcia uses as a reference, they are moving towards “synergistic effects” ( Garlington 2). They have been able to come together as a group with Marcia as the “democratic-participative-problem solving-decision making – leader” (Garlington 2). They have formulated and agreed upon team processes. They are appreciating what each brings to the table and they are comfortable holding each other accountable and to task.

Recent Events:
For the past month there has been one team member that has been a source of contention. Bob Hayward, who is the least senior CAD designer, has been showing moderate disdain. Marcia has had one-on-one sessions with Bob over the last 2 weeks, but he has refused to discuss what is bothering him. He has been distant from the team, and he has wanted to do his work and be left alone (Garlington 3). He has made references to his team as if they are not supporting him, and they are trying to get him fired.
Most recently, Bob has been aggressive. Now he is talking, but it is out of anger and bitterness. He has stormed into Marcia’s cubical and in a loud voice started yelling that the team always finds mistakes in his work. He is exhibiting a high amount of paranoia stating that even when his work is great, it is being picked apart. When Marcia tries to speak, he cuts her off and throws in the towel with his statement “I can’t win here” (Garlington 3)
A team member has brought it to Marcia’s attention that the previous CEO, Fred, was demeaning to the entire group, but especially to Bob, since he was the newest and least experienced member. Fred referred to Bob as his “favorite dummy” (Garlington 4).
Marcia has started to realize that there are some factors that were not within her control that are contributing to the dissent of a team member. She is also aware that she has the opportunity to turn the situation into something positive.
Issue #1:
Bob believes that his co-workers are not trying to help him but are trying to get him fired. How can Marcia explain to Bob that his co-workers are just helping him do his job right?
Issue #2:
Bob was mistreated by Fred and now he has a fear that Marcia will mistreat him too. How can Marcia earn her trust from Bob?
Issue #3:
Bob is closed off and unwilling to communicate. How can Marcia and his co-workers help him open up and trust them?
Issue #4:
Bob with his words and actions is exhibiting signs of low self-esteem. Are elements within Marcia’s control contributing to this, and can she work with Bob to build up his self-esteem?
Issue #5:
The former CEO, Fred, mistreated the entire group. Team members need to be reassured that kind of behavior is unacceptable and not tolerated by the new company.
Issue #6:
Marcia is starting to doubt her abilities as the Team Manager. Marcia needs to be confident that she is the right person for the job. She needs the tools to help engage Bob and to regroup her team so they can remain a productive and happy team.