I. Problems
A. Macro
1. Project team is not functioning fast enough and not turning out results
2. Team morale/Friction within the group
3. Communication
B. Micro
1. Macho manager syndrome
2. No effective leadership qualities
3. Inability to learn from team-building exercises/Takes the retreat as a joke
II. Causes
1. Leadership style of John
2. Wants to be ‘head hancho’/Has flippant attitude towards exercises
3. Jokes about serious matters/Points to reason for failure
4. Lack of respect for team members, their feelings and efforts
III. Systems Affected
1. Structural – John is no longer with the team; Addition of Ryan to get the team motivated
2. Psychosocial – Team members feel non-important; Leadership style of John was non-motivating; Lack of respect for efforts and lack of recognition for when efforts are made
3. Technical – The inability of John to lead the team probably led to the misuse of current technology and missed opportunities for new technology
4. Managerial – Pressure from upper management to get results; John did not respond appropriately and joked about serious matters; Lack of leadership was causing problems in the group
5. Goals – Group has not met goals in the two years that John was project manager; Addition of Ryan to get team on the right track and moving at a faster pace
IV. Alternatives
1. Remove John – This has already happened
2. Split the group and assign to other tasks – This will allow the members to function properly within a new environment
3. Assign a new project manager – Ryan seems to have the right plan in motion to learn all he can about the group while John was PM and to correct