ellen

CaAnalysis:EllenMoore:LivingandWorkinginKorea

ExecutiveSummary

AndrewKilpatrickisbeingheldaccountableforacurrentlyineffectivesystemimplementation

m,co-managedbyEllenMoore,anAmerican,andJack

Kim,aKorean,issufferingfromalackofcommunication,unclearleadership(relatedtopoorworkteam

structure),problemswithgroupdevelopment,lowgroupemotionalintelligenceanddisagreementoverthe

scurrentlygreatdisagreementbetweenAndrewandtheKorean

managementofJVIregardingthecauoftheproblems,andmuchofthedisagreementcentersaround

Ellen.

stobe

immediatelyassignedasthesinglemanageroftheteam,whileJackisre-assignedasaspecialistconsultant.

Allconsultantsontheteam,’sfirst

tormingforthenormbuildingssionwillbe

willthenbeudasamethodofanonymous

tructuringoftheteamandthecreationof

thedropboxcommunicationsystemwilleliminatetherootcausoftheineffectiveSIteam.

ProblemFacingAndrew

AndrewKilpatrickisthekeypersonwithinthissituationsincehewillbeheldaccountableforany

ssmentofthesituationsuggeststhatthemainproblemAndrew

facesisanfrontational

themostobvioussymptomofthedysfunctionalSIteam.

RootCausandSymptomsoftheProblem

TheineffectivenessoftheSIteamisattributabletothefollowingrootcaus:lackof

communication,unclearleadership(relatedtopoorworkteamstructure),problemswithgroup

development,lowgroupemotionalintelligenceanddisagreementoverthedecision-makingprocess.

ThelackofcommunicationisvisibleinScott’sinabilitytoconfirmtheKoreanconsultants’

understandingofhisinstructionsandinJack’spassive-aggressivedinnerspeechdirectedatEllen.

SymptomsofunclearleadershiparethemisalignmentbetweenJack’sinstructionsandEllen’s,aswellas

hefailureoftheSIteamto

successfullydeveloptheirgroup,powerstrugglexistbetweenJackandEllen,andthereisdisagreement

er,Jack’srequeststhattheteamworkon

tasksoutsidethescopeoftheprojectdeliverableswithoutconsultingEllen,andJack’sinappropriate

managementofclientexpectations,arelikelysignsofunclearworkteamstructureandprocessaswellas

disagreementoverdecision-making.

rmProblems

Withintheshortterm,problemsrelatingtoleadership,workteamstructure,workteamprocess,

anddecisionmakingmightbesolvedsincethosolutionsrevolvearoundprovidingclearguidelines,

ongterm,itmightbepossibletoaddress

ssueswilltakelongertotacklesincetheyare

er,whileworkteamnormsmaybeexplicitly

stated,sincereadoptionofthemrequiresinternalchangewithinteammembersasoppodtomereexternal

changes.

DecisionFacingAndrew

Giventheproblems,Andrew’sdecisionrequiresdeterminingwhatstep(s)shouldbetakento

ecifically,Andrewwillneedtoconsiderthe

effectivenessoftheteam,thecurrentstructureoftheteam,andwhotheteamshouldcompriof.

Communication

OnehindrancetotheSIteam’andQuick

outlinethreebarrierstocommunication:culturaldiversity,genderdifferences,andlanguage(2010,p.126).

Differencesinw

ca,Koreanvaluesofauthorityandhierarchyreducetheconsultantsabilitytoopenlycommunicatewith

superiorssuchasScott,Ellen,depictedbyScottbeingunabletotrainthe

Koreanconsultantsproperlyandtheconsultants’reluctancetocommunicatethattheyarereceivingmixed

er,theConfucianvalueofobedienceandrespectwithinsuperior-

subordinaterelationshipscanexplaintheconsultants’refusaltointervieworchallengeclients,whichalso

impedetheteam’sperformance.

Genderdiffy

doconversationalstylesdifferbetweenmenandwomen(p.126),butthemale-femalerelationshipisoneof

k,hispastexperiencesandculturalinfluenceswithrespect

towomencontributetohisperceptualscreenofEllen(p.121).Thisperceptualscreenmighthaveledhim

todevaluethemeritsorauthorityofEllen’sinput,whichcanexplaintheextrameetingsheheldalonewith

theconsultantsandhisdisregardofAndrew’smemogiventohimbyEllen.

Finally,communicationishinderedbylanguagedifferencesbetweentheKoreansandthe

tiontothedifficultyincommunicatinginformationaccurately,Ellen’s

relianceonatranslatorlikelyimpedesherabilitytomanagetheSIteameffectivelysincethepower

dynamicbetweenmanagersandemployeesisinterconnectedwiththeirlanguageofcommunication(p.

125).ThispowerdynamicismostevidentatthedinnershortlyafterEllenchallengedJack’smarket

inner,JackasksthetranslatortostoptranslatingforEllen,which

increashispowerwithintheSIteamatEllen’cidentalsodepictssubordinatedefensive

communication(p.128)sinceJackspeechwaslf-deprecatingandhisbehavior,thoughappearingpassive,

stemsfromunderlyinghostilitytowardsEllenduetohimbeingpubliclyembarrasdatthemeeting.

GroupEmotionalIntelligence

Anotherfactorthathurttheteam’sperformanceistheabnceofgroupemotionalintelligence.

DruskatandWolffstatethatthreeconditionsmustexistbeforeateamcanachievethenecessarylevelsof

participation,cooperationandcollaborationamongitsmembers:mutualtrustamongmembers,anof

groupidentity,andanofgroupefficacy(2001).Inthisca,grouptrustisdiscouragedbyJack

supercedingEllen’sinstructionsinitiallyandlaterwhentheconsultantsrefuJack’

betweenJackandElleniffectivelyterminatedwhenElleninterruptsJackduringthemarketrearch

reportmeetingandcaushimto“loface”,despiteattemptstointegrate

EllenandScottintoKoreanculture,thereislittlefosteringoftheSIteam’sidentityaxhibitedbythe

y,anofgroupefficacyisdifficultto

achievesincetherearefewclearperformancemeasures(duetotheinattentiontoworkteamstructureas

discusdbelow)andbecauEllenperceivestheconsultantsasunder-qualifiedandinexperienced.

LeadershipandWorkTeamStructure

TheineffectivenessoftheSIteamixacerbatedbytheinattentiontoworkteamstructureissues

suchasobjectives,operatingguidelines,performancemeasuresandmostimportantly,rolespecification

(Nelson,p.145).Regardingrolespecification,itisunclearwhotheleaderisgiventhatEllenbelievesJack

considershimlfthesoleprojectmanager,when“formally”atednote,J.

RichardHackman(ascitedinCoutu,2009)arguesthattoformaneffectiveteam,aleadermustprovidea

compellingdirection,withallmembersofateamagreeingonandunderstandingthegoalbeingpursued.

TheconfusionoverwhoisprovidingdirectionmakesitdifficultforEllentomanagetheteambecauthe

,theabnceofrolespecificationsleadto

“differentteammemberspursuingdifferentagendas”whichHackmannotesasalikelyoutcomeand

enceofaclearleaderalsotranslatesintoconfusionovergoals

mple,ScottbelievesthattheobjectiveoftheSIteamistoadvithe

clientwhereastrly,the

lackofconnsusonoperatingguidelineshasleadtotheconsultantsacceptingworkfromtheclientwhich

y,sinceneitherco-manageridentifiesperformancemeasures

throughouttheproject,theprojectteamisunawarethattheyarefallingbehindschedule.

GroupDevelopment

ApplyingBruceTuckman’sFive-StageModelofGroupDevelopment(Nelson,p.142),itappears

thattheSIteamhadsignificantproblemsduringtheformingstagewhichhastranslatedintostagnationat

forming,ateam’spurpo,objectivesandexternalrelationshipstendtobe

clarifiedbytheleader,howeverasmentionedpreviously,itisunclearwhotheleaderoftheSIteamis.

Movingontothestormingstage,powerstruggles(suchasthobetweenJackandEllenastheycompete

fortheleadershipposition)andfactionswithinthegroup(manifestedasAmericansversusKoreansinthis

ca)thisstage,teammembersarealsoasssing“oneanotherwith

regardtotrustworthiness,emotionalcomfort,andevaluativeacceptance”.WithintheSIteam,thereisa

lowasssmentoftrustworthinesssinceneitherEllennorJackemtobeabletotrusttheconsultantsto

followtheirdirectionconsistentlyandthereimotionaldiscomfortbetweenJackandEllenfollowing

Jack’l,withoutsuccessfulprogression

throughstorming,theteamwillbeunabletoadvancetothestageofnorming(characterizedbyclearroles

andfocusontaskcompletion)andperforming(characterizedbystrategicawarenessofpurpoand

resolutionoftask,interpersonalandauthorityissues),whicharebothrequiredforsuccessfulcompletionof

theSIteam’sproject.

Decision-making

Analysisofthedecision-makingprocessintheSIteamalsorevealscausoftheirlimitedwork

y,thelackofoperatingguidelinesspecifyingthedecision-makinglimitshasledtoJack

andEllenmakingdecisionswithoutconsultingeachother,bestexemplifiedbyJack’sprentationofthe

propodmarketrearchprojecttoEllen’ly,theculturaldiversitywithintheteam

emstoimpactdecision-making(Nelson,p.167).Forexample,high“powerdistance”isenwithin

Koreanworkcultureintheemphasisoftitles(,Manager

),formality(strictrulesofconductareabasicConfucianvalue),and

ldomchallengeofauthority(theKoreanconsultantsacceptedworkfromtheclientthatisoutsidethe

scopeoftheproject).HighpowerdistancemightexplaintheKoreanconsultantslackofactive

tion,Jack’sdesiretoundertaketheprojectis

understandableconsideringthatSouthKoreaisacountrywithveryhighuncertainty-avoidanceaccording

toHofstede’sCulturalDimensions(Geert-Hofstede,2009),whichmeansitspeopleprefertoavoidthe

r,thedimensionsalsoindicate

thatSouthKoreaisacollectivistsocietyinwhichgroupdecisionsarevalued(p.21),andthusJack’s

unilateraldecisiontoconductthemarketrearchmightsuggestthathedoesnotviewEllenaspartofthe

group.

Inordertoeffectivelymoveforward,theSIteammustemployastrategythataddressthe

aforementionedproblemswhilealsosatisfyingcriteriathatwillappeatheteammembersandclientsalike.

Anysuggestionregardingthedirectionoftheteammustthereforeconsiderthefollowingcriteria:timefor

implementation,maintainingreputation,costofimplementation,andteammemberbuy-in.

TimeforImplementation

AnydecisionregardingthedirectionoftheSIteammustminimizethetimeforimplementationof

tractthattheteamisnowworkingonisofgreatimportance,so

entthatJVIisworkingwithleftitsregularsuppliertoenter

intothiscontract,makingthisagreatopportunityforJVItocapturemarketshareandgaincompetitive

sfullycompletingtheprojectintimewillallowJVItosolidifyitspositionasthelargest

systemsimplementerinKorea.

CostConsiderations

iticaltoimprovetheefficiencyoftheteam,

butitmustbetakeni

example,Ellenbelievessheneedsadditionalresourcestocompletetheproject,whileJackbelievesa

rtoavoidanyunwantedcosts,a

costbenefitanalysisforeachsolutionshouldbeperformed.

MaintainingReputationandIdentity

Everyoneinvolvedinthisjointventure,bothAmericanandKorean,comefromsuccessful

companiesandbackgroundsandthusfeelstronglyabouttheirideasandcontributions,anditisimportant

’atescalatedtoshoutingisan

exampleofbothmenexhibitingattributionalbias(Nelson,p.53),astheywereeagertopointfingersaway

roblemisdeterminedtobeEllenorJack’spoor

leadership,orthattheKoreanconsultantsarelackingthenecessaryskills,theremaybedamagedoneto

reputation,makingthesituationevenmoredelicate.

TeamMemberBuy-In

Respectingmis

small,ativesolutionsmust

beassdnotonlyforoverallbenefittotheprojectbutforfitwithintheteam.

PersonnelChange

Onealternativeavailabletotheteamisachangeinpersonnel,specificallytheremovalofeither

anberemovedfromtheprojectandreplaced(potentiallybyamale),orJackcanbe

atively,sand

consofeacharesimilar,andthustheexampleofEllen’sremovalisdisplayedbelow,followedbyanoteon

howtheremovalofJackwouldbeslightlydifferent.

Pros:Ellen’sremovalwouldappeatheKoreanhierarchy(includingJack,),and

eithergivetheteamunifiedleadershipunderJackorprovideastrongco-manager.

Cons:Ellen’xperienceandexpertisuggestthatpullingheroutoftheprojectisnotagoodidea.

Withouther,itwouldbeachallengetocompletetheprojectintime,asherknowledgewouldnoteasilybe

r,ifareplacementweretobebroughtin,therewouldbetimeneededtobringthatperson

uptospeed,gEllenoutwouldalsobeexpensive,as

shewouldneedtobemovedoutofKoreaandintoanewjob,orgivenacompensationpackageifsheis

,Andrew’sleadershipandreputationmaybedamagedwith

suchanoutcomebecauherecommendedEllenagainstwarningsfromhisfellowcolleagueswhoadvid

himthatndingafemaleasamanagertoKoreawouldbedifficult.

Otheralternat

wouldprovideasingleleaderornewleadershipteam,Jack’sabncemaynotbewellreceivedbythe

Koreanconsultantsbecauoftheculturaldifferences,particularlyKorea’shighdegreeofcollectivism

(Geert-Hofstede).ReplacingJackwouldalsobetimeconsumingandexpensive,andhisremovalwould

reflectpoorlyontheleadershipatJVIwhorecommendedhimforthejob,whichcouldhurttherelationship

betweentheAmericanandKoreanarms.

StatusQuo

Anothersolutionwouldbetoleavetheteamasitisandletthingsttledownandimprove

sanexperiencedconsultantandhasadjustedtoadifferentculturebefore,andthusit

maybebesttolethergettheteambackontrack.

Pros:Thiswouldrequirenoinitialcost,andallowveryonetocontinueintheircurrentroles.

Cons:erlyoptimistic

toexpegsdonotimprove,

additionalresourceswillbeneededdownthelinetokeeptheprojectontrack,whichwillbeexpensiveand

tely,itwouldbejusttoobigarisktohopetheteaminits

currentstructurewillbeabletosortitlfout.

Therecommendedsolutionconsistsofteamrestructuring,redefiningteamnormsandthe

implementationofananonymousdropboxcommunicationsystem.

TeamrestructuringwillrequiretheimmediateremovalofJackKimfromhisroleasco-manager

,nowactingasthesolemanageroftheteam,willberesponsibleforassigningtasks,

milestonesanddeadlinestoJack,theotherKoreanconsultants,llbeassigneda

specializedroleontheKoreanconsultingteam,whereEllenwilldirecthisworktoensurehistechnical

’sfirstresponsibilityastheteammanagerwill

betoleadateamnormbuildingssion,whereteamnormsrelatedtoteamvalues,individualrolesand

decisionmakingprocesswillbebrainstormedviathedropboxandthenreviewedanddefinedasateam.

ThenewteamstructureandnormswillbegintoremedytheineffectivenessoftheSIteamby

eliminatingthedisconnectioninleadershipwhileacceleratinggroupdevelopment.

ThedisconnectioninleadershipcaudbycompetingdirectionsprovidedbyEllenandJackis

irectionderivedfromasingle,unifiedteamgoalisvitalto

teameffectiveness(Coutu,2009).UnderEllen’sleadership,theteamwillwork“welltogether”in

“completealignment”,muchastheydidwhenJackwasawayinNorthAmerica.

Teamdevelopment,currentlystalledinthestormingphawilladvancewiththeteam

erstrugglebetweenJackandElleniliminated,andfactionscreatedbyconflicting

nganewtofteamnormsthenallowstheteamtoprogressquicklythrough

onmakingcriteriaandguidelinesdevelopedinthenormingstagewillreduce

ydefinedteamobjectivesandindividualroleswillimprovethegroup

emotionalintelligencebyincreasinggroupidentityandefficacy.

Thefinalcomponentoftherecommendedsolutionistheimplementationofananonymous

pbox,locatedinalowtrafficareaattheteamoffice,will

allowmembersoftheSIteamtovoicequestions,concerns,andrecommendationstoteammanagement.

submissionswillbetranslatedto

Englishbyindependentlyhiredthird-partytranslatorswhohavehadnopreviouscontactwiththeSIteam.

Tointroducetheconceptofthedropbox,theSIteamwillinitiallybeencouragedtosubmitteamnorm

illthenberesponsibleforaddressingallsubmissionstothe

drop-offboxonaweeklybasis.

Effectivegatewaystocommunicationareopeningswhichworktobreakdowncommunication

barriers(Nelson&Quick,p.126).Ananonymousdropboxworkstobreakdownsthethreekeybarriersto

communicationcurrentlyplaguingtheSIteam;

CulturalDiversity:ThedropboxallowsmembersoftheKoreanconsultingteamtoraiquestionsor

concernstheywouldo

example,askingforclarificationsthroughtheanonymousdropboxdecreasthefearofreprimandfor

disrespectingsuperiors.

GenderDifferences:Thedropboxprovidesacommonformofcommunicationthatfavorsthoneither

onsandconcernswillbetreatedfairlywithout

genderrelatedbias.

LanguageDifferences:AcceptingandtranslatingsubmissionsinbothKoreanandEnglishwillminimize

ionofanindependentthird-partytranslator

willminimizethechanceofbiasinthetranslationsofthesubmissionsreceivedbyEllen.

EvaluatingtheSolution

DeliveryonTime:Therecommendedsolutionwillimproveteamfunctionality,andeliminatetimeloston

tasksnotrelatedtotheproject,preventingfurtherdelaysinprojectcompletion.

PrervingReputation:ThedemotionofJackoutofamanagementpositionwillbepotentiallydamagingto

hisreputationbutwillbecounteractedbyhisnewroleasaspecializedconsultantwithtechnicalexperti.

AdditionalCost:Theadditionalcostsassociatedwiththerecommendedsolutionareminimalandinvolve

ttingupthedropboxandhiringapart-timetranslator.

Buy-in:willhavetoprent

evidenceofasuccessfulteamunderthesoleleadershipofEllenwhenJackwasinNorthAmerica.

ContingencyPlan

TheimmediatelyapparentdifficultyinimplementingtheSIteamrestructuringwillbegainingthe

buy-inofthekeymembersoftheKoreanleadershipteam,beAndrew’s

responsibilitytoconvincetheKoreanleadershipteamthattheco-leadershipstructureoftheSIteamleadto

itsdysfunctionalityandapparentfailures.

Withoutthebuy-inoftheKoreanleadership,itwillbecomenecessarytoimplementacontingency

willmanagetheteam

fromhisNorthAmerica

consultants,includingEllenandJack,willreportbacktoAndrewatweeklyprogressmeetings.

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