Question
C A S E A N A L Y S I S Bob's Meltdown Donna Innella, Director of Operationsfor the Big River Band:It was the
C A S E A N A L Y S I S
Bob's Meltdown
Donna Innella, Director of Operationsfor the Big River Band:It was the mosthumiliating experience of my life. I knewBob Bigsky didn't see eye-to-eye with me,but I never would have imagined that he'dattack me the way that he did. I feltcompletely exposed and violated. Evennow, nearly two days later, I am angry andupset - I can hardly concentrate on my job.
The morning had started out quite well.I met with Alex Wesley, a respectedFunding Service Officer (FSO) assigned toassist the band from the Department ofIndian Affairs (DIAND). It was a veryproductive meeting - Alex was surfacingall sorts of out of the box ideas--and wedecided to continue it over lunch. We hadjust gathered our jackets and stepped outinto the hallway when out of nowheresomeone starts yelling. At first, I had no idea what was going on. I then realized thatBob Bigsky was in the hall by the door,just a few feet from me, and that he wasscreaming at me. I was stunned,speechless. I just stood there while he wenton and on, ranting about how I didn't knowanything and how I was wrecking the bandoffice. It was very personal. He then tookthe file folders that he was holding andthrew them across the hall,passing a footor two in front of me as he quickly stormedout of the band office. I was scared. Isincerely thought he might do somethingphysical.
Needless to say I couldn't eat after that.Alex kindly escorted me back to my office.The rest of the day was a blur. At somepoint after Alex left to return to his office,Nathan Sands, the head of HR, came by totalk to me for a long while, and then JasonGoodvoice, the Band's elected Chief,called me into his office to talk to me.
But to be honest I couldn't remember much
of what either Nathan or Jason had said tome. Obviously, though, they were bothextremely upset with Bob's outburst.
I knew when I started here six monthsago that I'd have a tough time. The BigRiver Band is set in its ways. Many of thepractices and processes have been aroundfor a long time. Many of the employeesdon't understand the new technologies andtechniques of operations and management.Everyone is still working in their functional
silos; there's no cross-unit teaming, nosharing of best practices. Jason told methat he would like to shake things up, as anew councilor - and that's what he hasbeen trying to do. The Friday before thishappened, Jason had approved my proposalto establish a knowledge managementcommittee - the Knowledge ProtocolsGroup- that would bring together the bestand the brightest from across alldepartments in the band office in order tocreate a strategy that would set ateambuilding example to the rest of theoffice departments. I guess that's what setBob off. He must have viewed it as anencroachment on his turf - his preciousfinance department. I have come to believethat there are two types of people inbusiness: the constructive and thedestructive. Destructive people cansucceed for a while if they're smart andcompetent and energetic, but in the end,they'll do far more harm than good to anorganization. I sensed from the start thatBob Bigsky was a destructive person, andnow I am sure of it. He may be animportant member within the community,but I certainly don't see him as a part of the
band office and its future. I don't thinkJason would argue with my recommendation to let Bob go - I know that I cannot stay if Bob stays.Robert Bigsky, Director of Financeand Administration: I'm not making anyexcuses - what I did was totallyunacceptable- but you have to understand I have been under a heck of a lot of pressure.We are two weeks overdue with our annualaudit submission, the auditors are notgiving us the priority we need and we
cannot change auditors at this time.Besides that the Chief and Council havedecided that because we are behind budgeton self-generated revenues from band-
owned operations and a resulting shift in DIAND policy, we needed to do acomplete makeover of our annual strategic
plan and budget - all so far is on track thanks to my people. Three years ago,when they put me in charge of this
department, our financial services were of very poor quality with reporting that was six months behind and expenditure and revenue inputs three months behind. I cleaned the department out and rebuilt it from scratch. I overhauled our processes,brought in trained people, expanded our reporting regimes, and successfully reinvigorated our managerial reports to the Council. This year we have
surpassed our benchmarks on financial
management improvement and have
expanded our services. DIAND has been
exceptionally pleased at the quality and
timing of our reporting - in fact they have
asked me to speak at workshops to present
our successful financial management
system to other bands in the region.
At the beginning of the month, the Chief
had called me into his office and laid it on
the line. First, he told me that I was going
to have to expand my services to the band
owned businesses - they have fallen way
off with revenues and that I should go over
there and help them with turnaround.
Second, he told me that a hiring freeze had
been put into effect and my vacant
accounting clerk position would not be
filled this year. Third, he told me that he
was going to take $45,000 out of my
department's operating budget for the year.
So, I was in a vise, as usual. But I didn't
whine about it. I just said "Okay I'll get it
done." The first thing I had to do was
clear: rally the troops. I had arranged a
department meeting with all of my staff in
Regina. We had also wanted to meet with
the Department (DIAND) at the same time
to look at the possibility of finding new
money to help our situation.
While in the meeting, I get a hysterical
message from my wife. Our son, Greg, has
been in a car accident. Everyone's fine but
my wife's new Explorer is totaled, and
Greg has been arrested for driving under
the influence of and possession of alcohol.
It's a nightmare. I am the last person to use
my personal life to make excuses for my
job, but face it: stress is stress. I'm human
like everybody else.
Then comes the last straw. I get into my
office Monday morning at seven, and I've
got a memo from Donna Innella - this
woman Jason brought in six months ago as
our Director of Operations. She announces
that she is introducing a new "knowledge
management" strategy, whatever the hell
that means - saying that she's launching
something called a Knowledge Protocols
Group. And get this, she wants each
department to assign two of their "most
talented lieutenants" (that's a direct quote
in her memo) to the new KPG team. She
says that they should be freed up enough
from their operating duties to devote at
least half of their time to the KPG. I nearly
threw my computer out the window. I
mean squeezing my department to re-do
our annual budget, during our busy annual
audit, while being asked to spend more
time with our business operations, and then 3
throw this nonsense at us. Give me a
break.So when I seen Donna in the hallway
the other day kissing up to the FSO with
that patronizing little smile of hers, I just
lost it. I mean she knows nothing about
this band office She comes in here with her
university MBA and a well-intentionedattitude of helping Indians - she doesn'tbelong here. I don't see why Jason hiredher in the first place. It was a huge
mistake. So, yeah I'm sorry for blowing
up; it was a truly stupid move. But I am
carrying a lot of pressure here and doingthe best I can - that's got to count forsomething.Nathan Sands, Director of Human Resources: We have a set of values in this
organization that we have spent a lot of time creating. Many of the policies on our code of conduct have been developed with the input of the community and our Elders.One of those values is "respect." Our
policy states that we should treat our co-
workers with respect and consideration.
Say whatever you want about Donna -
personally I think she is a breath of fresh
air around here - but one thing is crystal
clear. Bob Bigsky acted in a way that was
totally inconsistent with our community's
values. Screaming at a colleague in public
and acting in a violent manner is outside
the bounds of acceptable workplace
behaviour. If Bob is allowed to get away
with this, it will undermine our values
completely. I mean who is going to take
them seriously if he is going to get a slap
on the wrist?
Frankly, Bob Bigsky has never taken
our corporate values seriously. He wasn't
on board when we developed our mission
and values policies, and I go so far as to
say that he treated the entire process with
contempt. Of course, that's typical for
Bob. He runs his finance department like
his own private kingdom, like it's separate
from the rest of the band office. He
routinely ignores and insults the other
directors here. He is just not a team player,
and as Jason has made it perfectly clear on
many occasions, everyone in this office is
part of a team. I know Bob gets results, but
results aren't the only thing that matter.
Bob is a dinosaur, when you get down to it,
and though I would like to give him the
benefit of the doubt, it wouldn't surprise
me if one of the reasons that he attacked
Donna was because she's a woman. I think
he feels threatened.
Paula Wolf, Band Office Receptionist: I
was sitting at my desk when Bob came
down the hall. He stood at my desk with a
memo in hand - he'd looked like he was
having a bad day. We all love Bob; he is
well respected in the community and he
comes from a big family. He's gruff and
has a temper, but he is a great guy. If you
can get through to him and gain his
friendship, he will be a loyal supporter of
yours and will always be in your corner.
Anyway, I could tell he was in a bad
mood that day. We said hi to each other
and he continued to read his memo as I was
sorting the morning mail. Then all hell
breaks loose. I hear Bob say really, loud,
"You've got to be kidding me." I look up,
and at first I thought that he might be
yelling at me - his face was all red, he was
steaming, and I am thinking, "What did I
do?" - and then I realize he was talking to
Donna who has just stepped out into the
hallway.
Anyway Donna is with some INAC
guy, she stops and just glares at Bob.
"Excuse me?" she says. "Are you talking
to me?" She is just totally shocked.
"This knowledge group thing." Bob
says. "That has to be the most stupid idea I
have ever heard in my life. It's totally nuts.
Do you have any clue what 4
what we do here? Have you looked at our
situation? We are in a financial storm here
and your little idea is ten miles from what
you should be focusing on. You have no
idea what is going on here. You better take
another look at how you are performing
around here." Then he takes the memo and
the file folder that it was in and throws it
across the hall at the garbage can sitting
against the wall. There are papers on the
floor and he stomps out of the band office,
and Donna is just standing there in
complete disbelief. It was crazy. People
have been talking about it ever since.
Everyone is wondering what the Chief is
going to do.
Jason Goodvoice, Chief of the Big River
Band: What a mess. Bob Bigsky is the
best manager I have. Hands down he has
turned around our operations single-
handedly. He understands the business of
band finance, he works tirelessly, and he
gets his people to do unbelievable things.
His people adore him, in fact - at least
those who have had the stamina to work
with him. He is tough, but once on your
side he will bend over backwards for you.
This band has been a financial nightmare
and I need Bob to help with the turnaround
of our own-source revenue operations.
Bob is the only guy we have who can do it,
and he knows it.
But screaming at a colleague in the
hallway? Throwing papers? That's too
much. I don't know where you draw the
line but that's definitely over it. The ironic
thing is that I was probably just about as
angry at Donna's memo as Bob was. I
hadn't given her a green light in setting up
that group; I had just said that it was a good
idea. I felt it would be something to look
at. Now I am really in a box. If I ask
Donna to postpone the initiative, it'll look
like I am sanctioning Bob's behaviour and
that's a message I can't send. We have
worked hard at establishing new mission
statements on corporate values.
I brought Donna in because I was
convinced that the band office needed some
fresh thinking. And I am still convinced
that this is true - we have been operating
with ancient systems and processes. Bob's
department is doing all that they can and
their success has allowed the band to
explore new levels of quality and services
to the community. But there is only so
much our finance department can do. Soon
we will have maxed their services and
things will begin flattening out. We have
to begin improving our systems throughout
the organization. We have to evolve and
review how we are doing things around
here. If we are going to grow we need new
ways of looking at things, we need new
ideas, new strategies, new ways of seeking
financial stability. I am not sure that
Donna fully understands the business we
are in. Managing a band office is not like
managing other organizations - there are
many differences. But I have no doubt
about her skills as a manager and the need
to tap into our people's knowledge - no
doubt at all.
I just don't know what to do. In some
ways I feel I have some of the blame here.
I've been pushing Bob relentlessly. He's
always seemed to thrive on pressure - the
more work you give him the more he
wants. But maybe I went too far.
Everybody has a breaking point.
Please answer the following questions:
1) What is the key problem within the case?
2) Identify and briefly describe THREE courses of action you would take in addressing the problem.
3) Evaluate each alternative by identifying at least three pros and threes cons for each alternative.
4) Which alternative would you choose and why?
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