Scenario The project has been approved but there are issues with operational staff at some of the John Readings bookstores. The Caf Operations Manager has come to you seeking advice on how to manage the issues. Some of the staff have heard about the issues in the Tasmanian stores. Due to delivery issues the existing bookstore and caf staff helped out to set up the caf furniture. Staff in the Victorian stores have held informal meetings to discuss their objections. They have told the Caf Operations Manager that they have severe misgivings about store refurbishment process and the new look. Existing caf employees believe that the changes will erode the homelike feel of their cafes and not be welcomed by regular customers. Other staff have applauded the proposed change and see it as an opportunity to open up this innovative side of the John Readings business to new customers. Staff meetings have recently become very negative, with over-talking, and snide and offensive remarks being bandied between staff. Two different "camps" appear to be emerging, antagonistic to each other's stated positions and actively lobbying for support from other quarters of the organisation.

a. What are the likely competing needs and underlying motivations? b. What would be your first step in addressing this issue and why? c. What steps would you take to avoid escalation of the situation? Explain the steps you would take along with why. d. What outcomes would you like to achieve? e. What support could you access within the organisation to assist you to deal with this issue? f. How can you ensure you have maintained established links to align project objectives with organisational objectives? Why is that important when dealing with this issue? g. What are the risks for your project and the organisation if the conflict remains unresolved?