improve the communication flow

Acme Solutions, a large consulting firm, was experiencing a number of problems within their team of consultants. Conflict was rife and meetings were considered to be a waste of time, as they often degenerated into arguments.

All consultants were highly qualified in their field of expertise and had proven ability. Individually they had worked with a variety of companies, many of them international. This team had been formed to work on a major project, reengineering Dollars Inc., a large finance organisation. In all, there were twelve consultants involved, some full-time and some part-time. The project manager had been appointed because he was the one who sold the project to the client.

Dollars Inc. was going through enormous changes, all designed to reduce costs and improve customer service. Changes were being made right throughout the company. The head office was being downsized and some of the regional offices closed. The project team had been asked to facilitate this change by implementing new training schemes, new marketing strategies, and improved logistics. The aim was to provide a streamlined organisation, which could compete internationally.

At the beginning of the contract the project manager and the team were all very enthusiastic. Between them they had the technical knowledge required to see this client through the changes quickly and effectively. Initially they had several meetings but once the areas of responsibility had been decided, the meetings ceased to be a regular occurrence. From this point on, the information flow was poor. Occasionally meetings were called but they were usually very frustrating and ineffective. Some consultants would dominate the meeting and then leave when they had made their point while others would arrive late and unprepared. Some never bothered to attend, including the project manager who always had something more important to do. Others complained that they were not listened to.

For a while they managed to survive their declining performance. Slowly though, minor problems began to arise. However, quick thinking and action usually averted any potential disasters.

Four months into the project the first major problem arose, when two of the consultants began running training programs for the country offices of Dollars Inc. One of the participants had gone through the full training program and had enjoyed it tremendously. On the assessment paper they had written, ‘What a pity we couldn’t have had this training before. We won’t get to practice our skills now.’

The consultants had spent hours on these training programs and were delighted with the results but this comment was unexpected. They decided not to question the manager of this regional office but to wait until they returned home when they could speak to the project leader. He had no idea of what was going on as he was busy preparing another important tender. He advised them to speak to one of their colleagues whom he thought was responsible for that area.

They spoke to the person responsible for organisational restructure and discovered that she had recommended changes in the regional servicing strategy. She confirmed that many of the country branches had been scheduled for closure within the next few months and this particular branch was one of them. Needless to say they were devastated that they had wasted their time training people who would either be redeployed or made redundant. On learning about this the project manager was unconcerned. ‘We will find a way of passing on our costs to the client. Don’t worry about it’ he said.

1. Describe the performance of the team of consultants at Acme Solutions. (40–60 words)

2. Although each consultant was actively contributing to their own specific part of the project, describe what was occurring at a whole of project level. What factors contributed to this situation? (30–50 words)

3. What were the barriers to communication amongst the team? Provide at least three examples.

4. Suggest at least two strategies to improve the communication flow and to ensure that each consultant is aware of activities and decisions being taken in other parts of the project.

5. Describe the team leader’s behaviour and its impact on the team. (40–60 words)