As the planning work progressed, frequent online meetings, coupled with heavy workload and time constraints posed constant challenges to the team members who also had to work on several other work pieces. Team members found that their meetings frequently clashed with those of other work pieces. Relationships between members became strained, resulting in poor communication and some unhelpful behaviours. 

Some members felt they had received insufficient direction and guidance which also lacked clarity, and were at a loss. As a result, there were feelings of frustration and helplessness in the team. They ended up complaining to one another that Mr. X and "the middle management" could do more to improve their plight. 

Mr X found that there were gaps in his knowledge which also made it difficult for him to lead the team forward. For example, he had little knowledge of some information and materials needed which were being worked on by other teams and divisions. Mr. X  felt increasingly under pressure from the demands of the work and his team members’ plight.

Mr. X also realised that he needed assistance to manage individual members and the whole team. For example, there were members who refused to take the input of others on the team, insisted that their opinions were sound based on their past school experiences. Consequently, the workshop was not refined to cater to a more diverse profile of teacher audience - something which the rest of the team thought was important.

Just the day before, one team member mentioned that this was not the first time that the branch was conducting this workshop. She further said that many of the suggestions and iterations done so far to redesign the workshop were actually unnecessary, as previous workshop runs had worked well. 

The planning of the workshop left a bitter taste in the team.

35 min: Discuss your responses to the questions. Share your responses on the padlet by creating a new post.

20 min: Read the other case study and comment on the responses shared.

Group 1 <--> Group 5

Group 2 <--> Group 6

Group 3 <--> Group 7

Group 4 <--> Group 8

2) If you were one of the team members, what would you have done in this scenario?

3) What are some of the professional values that you think are important in our HQ work?

2) If you were one of the team members, what would you have done in this scenario?

3) What are some of the professional values that you think are important in our HQ work?

2) If you were one of the team members, what would you have done in this scenario?

3) What are some of the professional values that you think are important in our HQ work?

2) If you were one of the team members, what would you have done in this scenario?

3) What are some of the professional values that you think are important in our HQ work?

2) If you were one of the team members, what would you have done in this scenario?

3) What are some of the professional values that you think are important in our HQ work?

2) If you were one of the team members, what would you have done in this scenario?

3) What are some of the professional values that you think are important in our HQ work?

2) If you were one of the team members, what would you have done in this scenario?

3) What are some of the professional values that you think are important in our HQ work?

2) If you were one of the team members, what would you have done in this scenario?

3) What are some of the professional values that you think are important in our HQ work?

2. Lacking team spirit

3. Rigid, feel that change is not needed

4. Lacking empthathy

Mr X could have an open sharing session so that everyone could hear each other out. He could also propose setting meeting goals in mind so that everyone is on the same page and working towards a common goal despite their differences.

-Team members were not forthcoming with one another

-Certain team members were not open to input/not agility-focused and inclusive

-Lack of understanding of needs of team - gave suggestions but some found them necessary (diff levels of knowledge)

Mr X:

-Could focus on culture building (which will take time beyond this case)

-Could have a conversation with team members to get feedback and channel feedback to branch conducting workshop so that the workshop is aligned to needs of team

-Could have mentally prepared the more senior members and set their expectations

-Could have more senior members facilitate the discussions so that their expertise is being tapped

-Could have asked for feedback from other team members (just one team member's feedback - vocal minority?)

ii) laying ground rules right at the start of the project

iii) setting norms and ensuring each member is given enough time and space to communicate their thoughts and suggestions. Getting team to reach a consensus based on the various suggestions raised.

-Raised the prevailing issues that the team has been facing much earlier to the senior staff

-Role modelled proactivity in helping others in the team

• Q3. Agree with the values mentioned and to add on, to value and respect differing opinions.

• They could have common understanding of priorities so that there's no misunderstanding when one piece of work if focused on before another

• More transparency of information, could be done with a consolidated document with deadlines or information for all

  
  

Q2: We agree that it might be more efficient to directly feedback to Mr X.

Q3: Agreed, can try to surface issues more up-front respectfully so that things can improve and progress

(adaptability could be part of agility, and empathy a prerequisite of inclusiveness)

-surface efforts are not sufficient to ensure that the team works together cohesively

Team needs to come to a consensus of the ground rules in working together and be forthcoming and open in their communications. On the same note, the team should also be more concerned with each others' work so as to be more empathetic towards one another.