Case Studies

Case 4: Repairing A Fragmented Team

Client Situation:

Two years ago a new team was formed within the R&D business of a global pharmaceutical company. When the new leader assumed responsibilities at that time, he brought in some people he had worked with extensively in the past. The team never quite gelled. In fact, team members felt a significant amount of friction based on conflicts, a sense of favoritism, dysfunctional working relationships and other problems.

Solution:

Cooke Consulting Group conducted focus groups and individual interviews and worked with management and Human Resources to determine how best to address a divisive organizational climate that had taken hold and a management team that had not truly formed. The work session provided a forum to surface organizational issues and frustrations and provided an opportunity to begin with a fresh perspective and clear commitments to how they would work together going forward. We identified the need to focus on management development and are currently designing that initiative.

Results:

All involved (senior management, staff, and Human Resources) felt the team successfully executed some challenging work toward the goal of increasing overall productivity and employee satisfaction. They are looking forward to the ongoing team development process and are encouraged that managers will undergo additional training and coaching. We have truly begun to unleash the potential for this team.

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