1. Review the attachment Team Interventions: The Story Behind the Story: Discovering and Addressing the Real Team Problem and answer the following questions:

a. How would you organize the results of the Team Effectiveness Survey to present to Denise? What positive and negative team aspects are demonstrated by these results?

b. What themes emerge from the one-on-one interview notes? What diagnostic model would you use to organize your findings?

c. Discuss the difference between the presenting problem and the actual problem that you diagnosed based on the data collected.

d. Prepare a one-page document you would use to present your findings to Denise and Jim.

e. Based on your analysis of the data, and assuming Denise agrees with your assessment, prepare a preliminary agenda for the 1-day team-building session. Include a brief description of the activities you would recommend, as well as rationale for selecting each one, and the outcomes that you expect them to produce.

Please include References. Thank you.

All we need is ateam-building session with the Myers-Briggs assessment,\" said the voice mail, \"I'm sure that will fix the problem.\" \"Are you certied in the assessment, and can you facilitate the session next week?\" the message went on, \"Let me know your fees as soon as possible.\" As you retrieve your messages, you hear this request from Denise Morgan, a manager from Data Transfer Corporation, a high-tech organization located in Dallas, Texas, that provides IT business processes and services to its customers. You were expecting her call. Denise's HR manager is Jim Duncan, a former client who recently contacted you to let you know he had given your number to Denise. He told you that their company recently made some structural changes to better serve existing customers and position the organization for future growth. Denise, a very successful manager who joined the company through an acquisition 4 years ago, had been elevated to vice president and general manager of the newly congured division and was frustrated that her team was not coming together as quickly as she hoped. He told you that Denise feels that her team is not operating on all cylinders because they have not developed good working relationships with each other. While you are excited to get such a direct request for services, you are wary of any client who is certain that using Myers-Briggs Type Indicator (MBTI) as a simple fix is all that is needed for a team to be more productive. You contact Jim Duncan for additional information. He tells you that since you last spoke, Denise's frustration with her team has continued to mount and that he has conducted preliminary data gathering interviews with some of the team members. He also asked everyone on the team (including Denise) to complete a Team Effectiveness Survey. He informs you that he is now contacting three consulting firms, including yours, to get proposals for a 1-day team-building session. You agree that the logical next step is for you to meet with Denise so you can prepare your proposal. In the meantime, Jim sends you the raw results of the Team Effectiveness Survey (Appendix A). When you meet with Denise 3 days later, you nd a sharp individual who is very personable yet with a no-nonsense approach to getting things done. You have prepared several probing questions for her in an effort to better grasp what the real issues are and how you might be able to help the team. In response to your questions, Denise tells you that she believes her team is solid and that they have the best interest of the company at heart. They can really pull together when they have to. She is frustrated, though, by the fact that some members of the team require more hand- holding than she would prefer. She is comfortable with the open and honest relationships she has with each individual, but is troubled that they do not have open and trusting relationships with each other. She often thinks that they work too hard at protecting themselves and advancing personal agendas. She goes on to tell you that the group as a whole is not open to others' points of view and fails to see the big picture; issues that could easily be resolved between team members are frequently escalated to her for a decision. Some are certainly better than others at making the final call without her involvement, but Denise feels the entire group needs to get better at settling their work-related differences among themselves. This is why she has requested a Myers-Briggs team-building exercise. She is convinced that the team would be more productive if they simply understood each other's viewpoints better and could make decisions more collaboratively. Having reviewed the results of the team effectiveness survey, and after listening to Denise further describe the issues with her team, you believe that she is seeing only symptoms of deeper problems. You explain this to Denise, drawing upon your expertise working with teams and using the results of the Team Effectiveness Survey as evidence. After further discussion, she agrees to let you gather additional information, as long as you can do so quickly. You both agree that it would be helpful to use Jim's preliminary interview notes as a starting point. Denise asks Jim to join your meeting and he brings a copy of his interview notes with him (Appendix B). His one-on-one interviews consisted of three broad questions: (1) What does the team do well? (2) What could the team do better? and (3) What would you change about the team? To determine who else you should talk to, the three of you examine Denise's organization chart (Appendix C). You learn that Jim has already met with Paul, Stephanie, Mike, Sarah, and Gary. They suggest that you also meet with Chris and Sam to gain additional insights about the team. When you ask about Jenny, Ron, and Mary, Denise tells you that they are very competent and capable of staying on top of their business without close supervision from her and that they are too busy to attend her weekly meetings with the rest of the staff, who are managers and directors rather than VPs. Instead, she holds periodic executive staff meetings with Jenny, Ron, and Mary to address pertinent issues, which she believes works very well. Jim later condes in you that he thinks Denise is concerned that these three might feel it would be beneath them to be required to attend Denise's staff meetings since they were so recently her peers. You conclude the meeting with an agreement to interview Chris and Sam, using Jim's format (refer to your notes in Appendix D), and then to prepare a proposal that you will present to Denise and Jim in 10 days. After gathering data from Chris and Sam, you review your notes along with Jim's interview notes and revisit the Team Effectiveness Survey results to begin preparing your proposal. As you further analyze the data in your search for the \"story behind the story,\" your goal is to help Denise achieve her goals. Just as important, however, are your professional ethics of doing the right thing and serving your customer wellwhich may or may not include the MBTI. APPENDIX B JIM'S NTERVIEW NOTES PAUL FAVARRO Indirect report to Deniseiappreciative of opportunity to be part of the group Do Well Entire environment has changed under Denise's direction7C0mmunication is now more open and honest among team members High intellect as a groupHigh technical understanding and ability Very impressive what they know and what they bring to the table Strong desire/drive to accomplish and succeed May not be pretty or organized or have a rhythm, but it will get done and be done well Don't Do Well Don't establish process and procedure well Don't follow the processes and procedures that are in place Some people in inuential positions are self-servingagendas don't necessarily serve the business but add overhead Sometimes info is withheld until people think it is benecial to them to share what they know As things, policies, procedures, and the organization changes, the roles and responsibilities change, but that is dealt with as afterthoughtijust leave positions evolve on their own after changing the structure Change Get rid of side agendasican do this by coupling accountability with roles and responsibilities Need to be more transparent about what other people are working on and where they could help them Balance consideration and reasoning of interdepartmental needs and requirements between departments Better understanding of individual and collective business objectives Need to integrate requirements, perspectives, and goals of the other departments into the projects that individual departments own PertinentiDenise's inuence is incredibly positive Worried that Denise is one person, if hit by a bus, group would be lost Denise brings leadership, integrity, honesty, communication, and sound business experience STEPHANIE SANDERS Worked for Denise for about a yearworks from home (Chicago) Do Well Kind of new to Denise's team, so it is hard to say Still getting to know everyone as a teammate Don't Do Well When we need an issue resolved that does not reside in our area, we need to deal with it ourselves rather than escalate it to Denise Historically have not communicated well within the groupit's improving, but still could be better Never thought of the group as a teama bunch of people that reported to Denise before the new group was formed Since Denise was promoted, the group is still separatedithere are people that aren't at the meetings that should be there A real team = a group of people who have the same goal and feel they are accomplishing something No nance, no strategy, business operations, no sales, no HR on the teamiThese are just people that show up together Change Stop taking everything to Denise and settle it themselves Part of the problem is that Denise is so hands-on and wants to know what's going on BUT . . . We have all formed bad habits of going to Denise, who is too nice to tell us to take care of it ourselves Go directly to the person who you need to deal with If the goal is to have a team deliver on the purpose of the team, then you need the whole team MIKE PATTERSON Located in OmahaHas worked for Denise 2 years Do Well Struggle with this questionthey are not an effective team Work well together because of a deep industry and technical knowledge base between themileverage it well Strong pockets of outstanding team workbut it's not global. There are factions among the team Don't Do Well Clear lack of trust among players Not that no one trusts anyone There are groups that trust each other, but motivations are different '1' Team work is more motivated on self-preservation, work avoidance, how to grab limelight, etc.', for example, \"I'll work with you if there's something in it for me\" versus what is good for the business '1' Will put up a front as being a team player in front of bossithe second boss's back is turned, commitment isn't as strong Denise brought in unique and refreshing management styleprevious managers were not as disciplined