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Case Study 2

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mGames. Harvard Business Review, Case number 902M20
PMAN 638, Section 6389
Team Innovation Adam Allex
Justin Davis
Monica Dinkins
Afton Napper
Diane Scott
March 30, 2014

Table of Contents Problem Identification (PI) 3 Situation Analysis (SA) 3 Recommendations 5

Problem Identification (PI)
Within all organizations there are some sort of internal conflicts between employees. An unsuccessful company and/or team will not be able to resolve internal conflicts for the better of the company. The mGAMES case study describes the outcome of multiple internal company conflicts without any resolution. The company being described in this case had illustrated the following project management problems: intergroup conflict and conflict management, leadership, communication and listening skills, and group motivation.
Situation Analysis (SA)
Ineffective solution to intergroup conflict and conflict management skills hurt the engineering company in mGAMES (Morrison & Hill, 2002) Engleberg & Wynn states it best “[ ] Conflict in groups is evitable.” (p. 173) Members of the product development team and members of the sales team were each playing the blame game when Lopez met with them individually to discuss possible solutions for the company’s internal problems with production and inventory control. (Morrison & Hill, 2002, p. 11) It was apparent that there was some conflict between the two teams as they expressed differences regarding group ideas, behavior, roles, and norms. (Engleberg & Wynn, 2013, p. 173) Unfortunately, there was more destructive rather than constructive conflict.
Destructive conflict was evident during the June 2002 monthly meeting when Shelley Coutu, vice-president of product development, and Peter Ames, vice-president of sales, got into a heated argument. They each placed blame on the differing teams for

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