Scenario:

In the wake of the unexpected promotion of a member of CapraTek’s motivational program team, the number of team members is being consolidated from three to two. The workload of the departing motivational program manager will now be split between the two remaining team members.

Your two remaining motivational program managers, Pat and Robert, need to collaborate on this restructuring. However, the transition has been anything but smooth as the two have drastically different approaches to dealing with sudden changes to their work routines. After a rocky start, matters have come to a head.

Motivational team restructuring impasse

From: Jackie Grossman, Director of HR Operations

To: Tamicka Summerville

I’m sure you know that things have ground to a halt with the motivational team after the dispute over how to handle the increased workload since we’re not backfilling Britney Cole’s position. Pat and Robert have both been great assets to CapraTek in the past, but now they’re so dug into their opposition to each other that I’m worried we’ll never get this cleaned up. I’m hoping you can do something to break the deadlock here…everyone has a great deal of respect for your leadership skills, and for your knowledge of motivational strategies. It’d be great if you could pull something out of your bag of tricks to get this train out of the ditch and back on track.

Best of luck!

Jackie

• CapraTek Activity

  View the CapraTek activity linked in the Resources under the Capella Multimedia heading. In this activity, you learn that a significant conflict had arisen between your two remaining motivational programs managers. Use the information you gather and any pre-writing you did in the activity to complete this assessment. While you are welcome to use any strategy for conflict resolution, the suggested approaches in the scenario are:

  • Abdication.
  • Mediation.
  • Delegation.
  • Compromise.
  • Collaboration.

  Directions

  View the CapraTek activity and use it to complete the following:

  • Analyze each approach (listed above) briefly, making sure to consider their pros and cons for the situation you are facing.
  • Write an e-mail intended to update to your boss as a followup to her advice. It should include:
    • A description of the course of action you plan to take.
    • An analysis of why you believe it is appropriate.
    • A description of the expected outcomes.

  Additional Requirements

  Your assessment should meet the following requirements:

  • APA format: Resources and citations (if any) are formatted according to current APA style and formatting.
  • Length:
    • Analysis: Two double-spaced pages.
    • E-mail: Two double-spaced pages.
  • Font and font size: Times New Roman, 12 point.

  Criteria	Non-performance	Basic	Proficient	Distinguished
  Write an e-mail that effectively updates a superior of a management decision.	Does not write an e-mail that updates a superior of a management decision.	Writes an e-mail that does not effectively updates a superior of a management decision, or writes in a manner that is unclear and disorganized.	Writes an e-mail that effectively updates a superior of a management decision.	Writes an e-mail that effectively updates a superior of a management decision and includes an analysis of why the decision is appropriate and its expected outcomes.
  Analyze a strategy designed to address employee conflict.	Does not describe a strategy to address employee conflict.	Describes a strategy designed to address employee conflict.	Analyzes a strategy designed to address employee conflict.	Evaluates a strategy designed to address employee conflict.
  Analyze approaches to managing conflict between employees to reveal relative strengths and weaknesses.	Does not list approaches to managing conflict between employees.	Lists approaches to managing conflict between employees but does not include their relative strengths and weaknesses.	Analyzes approaches to managing conflict between employees to reveal relative strengths and weaknesses.	Analyzes approaches to managing conflict between employees to reveal relative strengths and weaknesses using professional peer-reviewed resources.
  Communicate effectively in a professional manner consistent with the standards and conventions of project management.	Does not communicate in a professional manner consistent with the standards and conventions of project management.	Communicates in a manner inconsistent with some of the standards and conventions of project management.	Communicates effectively in a professional manner consistent with the standards and conventions of project management.	Communicates effectively in a professional, scholarly manner consistent with the standards and conventions of project management.