Bob Knowlton - Case Study

Bob Knowlton - Case Study

1. DESCRIPTION. Bob Knowlton depicts the story conflicts within Simmons Laboratories, the interactions and communications of the leadership and the photon team. It involves Bob Knowlton the photon project manager, Dr. Jerrod the head of the laboratory and Simon Fester, new team member and specialist.

2. DIAGNOSIS. There were several variables at play in the problem. Primarily there was indeed a lack of interpersonal communication on all parts. Lack of group cohesiveness was another issue as well as role conflict led by Fester's domineering personality.

3.THEORY: The unspoken tension between Bob and Fester broke down the cohesiveness of the group. This case shows how Bob's interpersonal communication was crucial to team cohesiveness as explained:

Group cohesiveness indicates the degree of interpersonal attraction among group members, loyalty toward the group, and intention to remain in the group (Lott & Lott, 1965). Followers' collective identity, group cohesiveness and organizational citizenship behavior (OCB) directed toward their leader and co-workers are significantly affected by their high need for affiliation as enhanced by a charismatic leader's empathic behavior (Gardner & Avolio, 1998).

When given the opportunity to speak on Fester's work Bob never spoke on his effect on the team but instead to every chance to praise him which lead to further degradation of the team, Bob was too passive. As Fester became a more vocal and proactive team member Bob felt his role was diminished. Fester is a go getter that is innovative and seems to be a workaholic. He is also very confident and easily overshadows Bob unintentionally. Kahn provides a good explanation:

Subjective role conflict and ambiguity may or may not mirror their objective counterparts, depending on the mediating influences of personality and interpersonal relations factors (Kahn et al.).

4. PRESCRIPTION: In the short term Jerrod needs contact Bob to reassure him that his job was never in jeopardy and ask him to reconsider his resignation. Jerrod should sit down with Bob and Fester and clearly define Fester's role in the team as well. There should be a clear distinction between management and team member roles. In the long term Jerrod should let should project managers' know the purpose of new members being added to the team so managers can better utilize them and to prevent tension. All parties need to be aware of team constructs and their roles within as not to damage team cohesiveness as well.

5. FALLOUT: Even if Jerrod had informed Bob that Fester was placed on the team to assist and not to replace him Bob would have still been intimidated. Bob was not an independent thinker but was a great organizer and this drove his success, Fester's solo approach was in direct conflict with Bob approach to success. Jerrod

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