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Case Material – Group Dynamics / Team Building
1. Presenting Problem:
A Director in a Public Sector Organisation made contact with Evelyn. The Director said that two teams within her division were not working well together, were experiencing conflict with each other, and some members of one team were not communicating with some members in the other team. This Director did not know what to do, and the situation was impacting negatively on organisational outcomes.
3. Outcome:
There were very positive outcomes. Evelyn helped unravel the different root causes of the conflict. Some were issues that had to be rectified on an organisational level in terms of the process of how the groups worked together. Other issues were psychodynamic in nature where teams had begun to blame each other. Through the process of change, each team became clearer on their own responsibility. They also understood how this intergroup conflict was overall affecting, not just themselves, but organisational outcomes, and they became more proactive toward more collaborative working.
2. Intervention/Process Consultation:
Evelyn and the Director set up an initial consultation. During the initial consultation, they talked through the various issues involved. Evelyn immediately began to unravel the different pieces in this complex organisational issue. Evelyn then set up a one-to-one consultation with each individual in the two teams. She then worked with both teams separately to get an understanding of what their difficulties were with the other team. The next step in the process was to have representatives from both teams meet each other with Evelyn. This helped each team gain a better understanding of the other team, and the overall organisational issues that were impacting both teams together. Eventually, the climate was prepared for both teams to come together.
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