Comp case study 2

1 Competence Case Study #2 Morgan Michaletz Missouri State University: COM703-899
2 Complex situations require thoughtful analysis, planning, and the ability to understand others to achieve a desired goal. As the newly appointed mid-level director tasked with reducing department turnover and building team cohesion, executing is critical when it comes to facilitating healthy communication within this team. Understanding how to strategically analyze and prepare for communication events, viewing conflict as a communicative opportunity, and how to implement communication rhythms to build and nurture team cohesion will prove just as vital in this scenario as they are in day to day life (Lagasse, 2021). I will analyze a challenging team situation followed by my plan to meet established communication goals, build team cohesion, and lead my team through conflict. Before taking action, I will benefit from analyzing the challenging team scenario that has emerged. Overall, this team has experienced high turnover resulting from a toxic environment, so I took on this role to quickly decrease turnover. Fortunately, I am aware that I need to reach the root of the problem to make progress, and it seems as though there are two apparent causes for excessive turnover. First, the previous team leader appeared disengaged, and secondly, two long- term team members often appear to be involved in conflict by instigating via informal communication channels. It appears these two individuals are close-minded, aggressive, and lack interpersonal communication skills. As a result, a new team member was involved in a tense argument with one of those individuals resulting in low team morale, and I believe the new team member may quit at any time. Now that I have taken the time to analyze this scenario, I will establish an action plan with the goal of facilitating healthy communication while building team cohesion. I will
3 accomplish this by establishing clear communication goals, build team cohesion, and finally lead a few individuals through this conflict. My first action will be hosting an all staff meeting as soon as possible, and push for in person attendance if possible. My goals of this meeting are to first share that I care about this team and strive for improvement. Additionally, I will explain to this team that I am here to listen to any questions, comments, or concerns at any time since I strive for a happy, cohesive team. With that being said, I will allow anyone to voice any concerns at that time, and I will either address the concerns, or make a plan to follow up at a later time with additional information. Finally, I will make a broad statement that workplace bullying will not be accepted, and I plan to take any issues seriously going forward thus, hopefully, creating an environment where all employees feel safe to share opinions and emotions at any time. Building team cohesion will support my goals mentioned above. To build team cohesion with this group, my first goal is to foster an environment that feels psychologically safe for all employees. I will express that I need this team to feel safe and free to share their identity, emotions, and opinions since that is how we all continue to improve. Simple actions on my end such as listening, expressing gratitude, and being conscious of nonverbals and body language will send belonging cues to this group (Bhasin, 2020). Finally, explicitly sharing with this group that I will create time for team planning, reflection, and celebration will, hopefully, build team cohesion as they may sense the shared goals and interdependence among the team. Finally, I believe that conflict resolution/management is required, and I strive to ensure the individuals involved view this as a communication opportunity. My goal is to resolve the active conflict between the new employee and difficult team member by asking them to share their thoughts openly and directly while focusing on specifics ( Confrontation Continuum ).
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