I need help in answering the following questions:

• Discuss strategies for conflict resolution for stakeholders that you believe would be applicable for this case.
• Finally, discuss how the key challenges raised on the case could be framed within a Christian perspective. In other words, how could the key challenges in the case be addressed using Christian principles? (CWV/IFLW)

The original assigning is below:

Based on real events, FEL describes an impossible situation where Jobe is expected to help two people who have had a long-standing hatred for each other work well together. Given that Perry has a positive outcome associated with not cooperating with Rankins (Rankins will be fired), Jobe is not likely to be successful. Nevertheless Jobe is not interested in being associated with a failure early in his tenure at FEL. Students should be encouraged to approach FEL with a focus on analyzing whether team-building would be appropriate. While the answer is obviously no, they should consider how the dynamics of the situation would doom such an intervention to failure. These dynamics include in particular Gatenby's naive expectations about what team building can be doing and his belief that his upward mobility rides on the success of Project Abu Dhabi. The case outlines the early steps of team-building interventions. It describes the consultant and his beginning approach to collecting information from the principal parties involved in Project Abu Dhabi. It is a classic case of the consultant being ordered, as the text says, "to fix my team for me."

1. Evaluate the criteria FEL uses to assign managers to project teams. What efficiencies do these criteria create? What are the resulting problems? The criteria include the skill and expertise of the manager as well as his or her availability to work on a project given other commitments. Such an arrangement creates cost efficiencies because it increases the chances that all managers will have work to do that can be billed to a customer. In addition, it evens out the workload across people over time by reducing the extent to which a manager is overworked at one point in time and underworked at another. However, the arrangement does not take into account the compatibility of various team members in the workplace.

2. Why is it even more important that project team members work well together on international projects such as Project Abu Dhabi? Working in a very different culture creates a number of problems for effective teams. There the constant challenges of understanding and communicating with the host nationals as well as the difficulties of learning customs and expected behaviors. Attention must be paid to not offending the host nationals and to developing an effective working relationship with them. Dysfunctional conflict among team members often becomes apparent to the host nationals, creating confusion and opening up opportunities for them to take advantage of the situation. Cross-cultural projects are difficult to manage even when the project team members work well together.

3. Discuss the dilemma that Jobe now faces.

Jobe is caught between the proverbial rock and a hard place. He left his previous employer to become an internal facilitator at FEL, but Gatenby's expectations for him are clearly unrealistic. And Gatenby has a personal stake in Project Abu Dhabi's success. This is clearly a case of what the text calls dysfunctional conflict, and Perry and Rankins clearly interfere with each other's ability to perform. FEL cannot perform on this contract if the status quo is maintained. Arbitrating, controlling, or accepting the conflict are not viable alternatives in this situation. Five years of animosity between Perry and Rankins is not likely to go away. Moreover, the structure and outcomes Gatenby created for Perry and Rankins are not going to work: while both have goals to cooperate with each other, there is a payoff for Perry if he does not cooperate with Rankins.

4. What should Jobe recommend to Gatenby?

This is going to be difficult. Jobe wants to be a successful facilitator early in his FEL tenure and knows that Project Abu Dhabi as currently staffed is not likely to perform up to standards. But he also recognizes Gatenby's stake in the success of the project. Jobe needs to educate Gatenby on the limitations of team-building - Gatenby has already experienced their successes and should be reminded of them. And Jobe needs to explain why the history between Perry and Rankins and the payoff to Perry for not cooperating work against success at Abu Dhabi. The dynamics of the present situation exceed Jobe's (or anyone's) skills to create effective teamwork. Convince top management that Project Abu Dhabi requires an exception be made to its staffing policy and request that compatibility be added to the criteria in future projects. Do not begin Project Abu Dhabi with Perry and Rankins on staff. The two-month trial period is unworkable and unlikely to succeed. Reassign Perry or Rankins or both, assuming both have contributed well on other projects. Do not fire only Rankins because of his inability to work with Perry since both have contributed to the problem. Firing Rankins would only send the message that there is a payoff to being stubborn. Perry also needs to be held accountable and should not be reinforced for blaming everything on Rankins.