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Article 1 p.20: People "often resist the use of collaborative learning because of common, troublesome, behavioral events. These include unequal distribution of work... and friction among team members." Further, cultural issues surrounding conflict and conflict resolution are preventing the team from addressing the issues head-on.

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- Improve communication and discuss the issue openly (7)

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- Not meeting the deadlines
- Not informing the project manager about the problems

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Article 5 suggests encouraging the group members to engage each other in healthy conflict. Exploring other group members ideas is helpful in achieving group goal.

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Without knowing more about why Laura is missing her deadlines (too much work, lack of positions, etc), it's hard to diagnose the problem. However it appears the group isn't setting established deadlines for each component of their tasks as outlined at the bottom of article 3 under "Inability to focus on task."

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It seems that Mike and Allison have an issue with Laura. Their work depends on hers and when she does not hold up her end, they must overcompensate. This is something that their Project Manager know nothing about. Mike and Allison want to share their concerns with them.

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Definitely feels like a lack of accountability for Laura. Mike and Alison are reliant on her, but she works alone and does not rely on the rest of the team--plus the project manager is currently unaware of this issue. Article 5 suggests implementing weekly progress reviews. The team can check in on their own progress and report out any issues to the project manager.

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Since Laura works alone and without help, she causes the dates and deadlines of her teammates to be rushed or extended.

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Article 3 encourages teams to "Offer to assist one another to complete tasks if necessary". While Mike and Allison do work on different teams, perhaps if they offer Laura help she may realize others can help her, even if it is not Mike or Allison.

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ARTICLE 3 listed several strategies. "Ask each member to present a progress report since last meeting.) If it was reported at the first team meeting that Laura is already behind, then steps could be taken to address, such as contacting the Project Manager to get her help to complete her task, regardless of the PM's other responsibilities. Also, in the initial project scheduling, each member should have identified how much time they needed, and the scheduled adjusted accordingly.
In ARTICLE 2 (Group Project Survival Guide, Problematic Behavior on Project Teams) it advises to discuss problem issues/behavior with the team at the beginning, and create strategies so everyone knows what is expected.

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Article 3 raises a good point: "Discuss and establish timelines that ALL members can agree on." This leads me to the question, did Laura agree to the deadlines in the first place? We don't have enough information from the scenario to answer this, but if Laura knew these deadlines would be a challenge, she should have spoken up. If she didn't feel like she could speak up, then there's another problem afoot here. In article 6, number 3 in the advantages of an online discussion board, the article discusses how teams sometimes achieve a false consensus. So there may be another problem here - if Laura was involved in the deadlines, why didn't she feel like she could speak up? If she did speak up, why did the deadlines move forward anyway, and without giving her support?

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According to article 5, "Dysfunctions which occur in the absence of trust stem from team members’ unwillingness to be vulnerable within the group." I wonder if there's a trust issue here. If Laura is not going to meet a deadline, what keeps her from asking for help? Is she afraid to reveal a skill-set deficiency? Really, we have no idea why she's not meeting deadlines, though. I think the strategy is to have an open conversation with her to get more information about what is causing the delays. Maybe there's an issue with avoiding accountability or fear of conflict (both also covered in article 5). Or perhaps the issue comes from another source entirely. Making assumptions here is likely to make the problem worse - so the team should find out more first.

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Address conflict in a reasonable and effective way-- "Task conflicts, on the other hand, tend to be more straightforward to resolve and can lead to better ways of doing things. In addition, there’s an entire set of conflicts that are absolutely healthy for structural and organizational reasons, like competition for limited resources or natural checks and balances when certain jobs have specific authority over others."  (Article 6, paragraph 3)

Another resolution strategy point is having a common sense game plan--
"To ensure your task is completed on time it may be beneficial to: Discuss and establish timelines that ALL members can agree on. Ask each member to present a progress report each meeting on what they have completed since the last meeting. Offer to assist one another to complete tasks if necessary." (Article 3, paragraph 1)

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Mike and Allison are upset with Laura when their deliverables are coming late but are hesitant to contact the Project Manager. Although Laura's work is good, their project manager is also dealing with other issues.

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This kind of stuff gets you fired. Article 6 explores this scenario in a virtual formant. In these types of work environments interpersonal problems tend to decrees because more time is spent working. (paragraph 4) Like in this case, the task related conflicts are rising. When this case, it is especially important for the project manager to be involved. Mike and Allison need to be documenting everything and getting Laura and the project manager more evolved. Taking on more work and covering up inefficiencies will not get things on budget. Everyone needs to do their part.

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The pressure! Mike and Allison need to talk about their issues. Document it. Specifically identify how and what is bothering them about this situation. For each stressor, there are possibly solutions you are unaware of. Ask your coworkers if they have solved this problem in their own life. See if they can become more aware of the same situations in your relationship. I feel like teams must be direct in conveying issues. It is the best way forward to present the facts, issues, and solutions. Everyone on a team should be constantly ask, “how I help.” Do that will be the best thing for success in a group dynamic.

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Make Laura aware of the problem. Create awareness. Perhaps creating a discussion board to close the gaps. Make it a point to reach out and have actual contacts. Sounds like Laura (the lone wolf) needs encouragement, help, or attention. You’ll be surprised what happens when everyone is clear about what they want and what they can do. Levels the playing field. Being open in things like discussion boards provide an added layer of transparency for people’s ability to communicate effectively. (last paragraph of article 6)

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Don’t include the project manager. That’s a problem. In article 6, they divide work conflict into two sides interpersonal and task related. (paragraph 3) I would first determine is this conflict specifically work related? Sounds like it. Generally, Laura is putting out good work. We start getting close to identify the real problem. We can now focus on task related fixes. Not interpersonal stuff.

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Strategy for Laura working alone (conflict) 

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Strategy for Laura working alone (conflict) 

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Why is Laura working alone? Maybe the issue is that she is not able to complete the work and her area needs more FTEs? This seems like a task related issue and could be resolved with transparency (6, para. 6). "Transparency builds trust". Maybe Laura needs to explain why she is not able to meet the deadlines and then, a solution could be reached.

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Strategy for tasks not being completed by deadline (conflict)

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Strategy for tasks not being completed by deadline (conflict)

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"Discuss and establish timelines that ALL members can agree on." (3) Maybe by collaboratively agreeing on the timeline will help Laura to invest in the progress of the application and ensure that other departments are able to meet their internal requirements.

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They would be well advised to articulate their observations of what is occurring (Laura is not meeting her required deadlines and therefore the other workers have less time to complete their own work); let Laura know how this feels to them (unable to trust her word, feel like she does not value their contributions or time); what they need (sufficient time to do their own work); and make a request (give a commitment to start meeting her required deadlines).

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(From reading 5) Fear of Conflict
Team members are avoiding conflict by not directly addressing the issue at hand.

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"The traditional teams were less polite in their intrateam
communication, which suggests less cohesion. They viewed
their group more as a set of individuals rather than as a team, and were less satisfied with the team overall." (5, 43) There is little cohesion here, so the need to make it a team will greatly improve their work together.

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Outside of the group, but within the company, delay in work performance is costing money.

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In source 2 section "Effective Teamwork in Group Projects"- the suggestion for having a set schedule and having a group deadline of a week before the actual deadline for group edits to be made. As she historically has a difficult time being on deadline, a moved up deadline should be given to her.

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Identify the task conflict and avoid group think to find the best solution. A moderate amount of task conflict is healthy and in this scenario this is moderate.
(2, Video 2)

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Delay in deliverables

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Scheduled Deadlines not met

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Use virtual message board or virtual meeting rooms to monitor project progress weekly
(6 pg. 1)

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Interdependence of work