Case Study Analysis: Conflict between Sheema and Hala

Q1: Problem Statement

Clear Concise Description and Summary of the Problem

The case presented revolves around a conflict between two marketing division employees, Sheema and Hala, who have been assigned joint leadership on a project. The conflict originated from an imbalance in their roles, where Hala, despite being less experienced, took on a dominant position while Sheema felt undermined and disrespected. Hala’s actions, such as calling meetings without consulting Sheema and presenting herself as the primary leader, created confusion about their roles and responsibilities. Consequently, this has led to a breakdown in collaboration and communication between them.

Scope of the Problem

The problem affects not only Sheema and Hala but also their team members and the overall productivity of the marketing division. The scope includes interpersonal relationships, team dynamics, and the potential impact on project outcomes. If unresolved, this conflict could lead to decreased morale, increased tension within the team, and ultimately hinder the success of their marketing initiatives. Furthermore, it raises questions about leadership structures within the organization and how roles are communicated and respected.

Consequences of the Problem

The consequences of this conflict are multi-faceted. Firstly, it has resulted in emotional distress for both parties—Sheema feels disrespected and frustrated, while Hala feels misunderstood and defensive. This emotional turmoil can lead to reduced productivity and increased absenteeism. Secondly, it creates a toxic work environment that could affect team cohesion, leading to a lack of trust among team members. Thirdly, the confusion regarding leadership roles can hinder decision-making processes, resulting in delays in project execution and potentially affecting the company’s bottom line. Lastly, if left unaddressed, it could lead to higher turnover rates as employees may seek a more harmonious workplace.

Methods for Resolving the Problem

To resolve the issue, several methods can be employed:

1. Facilitated Discussion: Bringing in a neutral third party to mediate a conversation between Sheema and Hala can help clarify misunderstandings and establish boundaries.
2. Role Clarification: Clearly defining each person’s role and responsibilities within the joint leadership framework can reduce ambiguity and foster accountability.
3. Team Workshops: Conducting workshops focused on communication styles, conflict resolution strategies, and teamwork can enhance understanding among team members.
4. Regular Check-ins: Instituting regular meetings between Sheema and Hala to discuss ongoing projects and any arising issues can promote collaboration and transparency.
5. Feedback Mechanism: Establishing a feedback loop where team members can express concerns or suggestions about team dynamics anonymously can create an open environment for improvement.

Q2: 5-Why Analysis

5-Why Analysis

1. Why is there a conflict between Sheema and Hala?

– Hala is presenting herself as the leader of the project without consulting Sheema.

2. Why is Hala presenting herself as the leader?

– Hala believes she is taking initiative while Sheema is not adequately involved.

3. Why does Hala think she is taking initiative?

– Hala interprets her actions as proactive management of the project, viewing titles as less important.

4. Why does Sheema feel undermined?

– Sheema perceives that her professional contributions are not recognized or valued by Hala.

5. Why is there a lack of recognition of each other’s roles?

– There was insufficient communication from management regarding how joint leadership roles should be structured.

Cause-and-Effect Diagram

[Insufficient Communication from Management]
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V
[Ambiguous Leadership Roles]
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V
[Hala Misrepresenting Leadership]
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V
[Sheema Feeling Undermined]
|
V
[Conflict Between Team Members]

Q3: Consulting Steps to Solve the Problem

As a consultant tasked with resolving this conflict, I would follow these steps:

1. Assessment: Conduct interviews with both Sheema and Hala separately to understand their perspectives on the conflict, along with seeking input from other team members who may be affected.

2. Clarification of Roles: Work with management to redefine and clearly articulate the responsibilities associated with their joint leadership roles to avoid future misunderstandings.

3. Mediation Session: Organize a mediated session between Sheema and Hala where they can openly discuss their feelings and perceptions about each other’s actions without judgment.

4. Team Building Activities: Facilitate team-building exercises to improve collaboration among team members, including Sheema and Hala, fostering a stronger working relationship.

5. Establish Communication Protocols: Develop clear protocols for communication regarding meetings and project updates to ensure that both leaders are involved in decision-making processes.

6. Follow-Up: Schedule regular follow-up meetings for a set period to monitor progress and address any emerging issues promptly.

7. Feedback Mechanism: Implement a feedback mechanism that allows team members to express concerns in an anonymous manner to create a more open atmosphere for discussion.

By following these steps, I aim to foster a collaborative environment where both Sheema’s and Hala’s contributions are recognized and valued, ultimately leading to improved project outcomes for Alosaimi Groups.