Staﬀ Mee(ng Problems LEADERSHIP | THEORY AND PRACTICE Psychodynamic Approach Case 12.2
Hypotheses • Stan Williams – General manager – Division of a small company • Once a month Staﬀ mee(ng • Key people of the company – 4 technical specialists – 3 sales/marke(ng people – 1 budget/ﬁnance person
Stan & his Staﬀ Mee(ngs • Stan’s characterisitcs: – Very orderly person – Creates agenda for each mee(ng • Stan invites pa(cipa(on – He believes in crea(ng a team atmosphere
However… • Diﬀerences in degree/kind of par(cipa(on Role Par*cipa*on 1 Budget & Finance Only to answer direct ques(ons 3 Sales & Marke(ng High. They dominate mee(ngs. Tell jokes 4 Technical specialists Just sit there. Roll their eyes showing frustra(on • Result is the opposite of Stan’s expecta(ons Instead of cohesion, there is fric*on and conﬂict
Stan’s thoughts • No staﬀ mee(ngs any more • Instead, mee(ng separately – Technical specialists AND Budget/Finance – Marke(ng/Sales AND Budget/Finance Ps: Stan has no access to HR department
Ques(ons 1/4 Should Stan stop having the mee(ngs?
Ques(ons 2/4 Should Stan be much more direc(ve by asking for par(cipa(on by speciﬁc people when he thinks it is needed on a par(cular agenda item?
Ques(ons 3/4 Should he devote a mee(ng to describing what he wants of the team and what he sees happening, invi(ng everyone to talk about their reac(ons to the mee(ngs and discussing ways to try to become a team?
Ques(ons 4/4 Should he seek out a consultant to help with the problem?