Explain how some of this dysfunctional conflict was amplified by cohesion within the teams.

Consider the course material in Chapters 8 and 10 as support when answering the following questions, as well as lecture notes and any relevant readings posted:
a) What are the sources of conflict in this situation? Did the managers have a role in contributing to this in any way?
b) Explain how some of this dysfunctional conflict was amplified by cohesion within the teams. How has its escalation created even more problems?
c) Do you think that Dan has made the right decision to shuffle the teams? Why/why not? What role should the supervisors have in managing this conflict?
2. The following parts of this question deal with different course issues:
a) Please review the article posted under Week 5 entitled “The Hidden Benefits of Keeping Teams Intact”. What is team familiarity? Why it is important and how does the article suggest that organizations can use this for their benefit? In what ways/situations might team familiarity not be a good thing?
b) Please review the readings posted under Week 6. What are some of the key challenges individuals face when moving into a supervisory role and how can individuals best navigate this? Why is it so important to manage your relationship with your boss and how can this be done? Why are responsibility, accountability, and coaching/support (when needed) important to the process of delegation – for both the employee and the manager?
You are expected to use the material in Chapter 16 on change management (as well as lecture slides and the posted reading under Week 6) and answer the following questions:
a) Who is the change agent in this scenario? Is this person/group an internal or external change agent? How does that help/hinder their effort?
b) What are the forces driving for change and what are the forces resisting change in this situation? To what extent do you see this change effort as a challenge? For example, are the resisting forces stronger than the driving forces? (see lecture slides on force field analysis)
c) What change management strategy (see lecture slides) was used in this scenario? Was it successful at bringing about change? Why/why not? Or in what ways “yes” and in what ways “no”?
d) What should Jim Leon do now?
ALL THE QUESTIONS MUST BE ADDRESSED IN DETAIL AND ALL THE COURSE MATERIAL PROVIDED MUST BE USED TO SUPPORT THE ANSWERES.

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