MEI Conflict Lab

Task 7.
Situation: The plant was given the task to master a new product. The difficulty for this guide is not a plant-lo. Quickly set up a team of 16 people. Brigadier was appointed an experienced staff working A. having pain-Scheu brigadier experience in other areas.
It was found relaxed target figure, and workers began to manufacture products. However, it soon became clear that the team is unable to cope with the task. No action taken by the administration, including the one-off payment, did not help. Productivity remained low. In addition, the team one by one conflictual, were complaints on different occasions, there were cases of refusal to work.
After a frank talk with the workers of the plant administration has identified the phenomena of incompatibility in the brigade. Eye-turned out that in addition there are two appointed Brigadier active workers "B" and "B", around which are grouped, it was deduced from the number of people. As a rule, the opinions of these workers were in conflict with the opinion of the foreman. In fact, the whole team was "divided" between the three leaders.
The plant management has taken into account the psychological situation in the team and take appropriate action, after which the plan became fulfilled and overfulfilled.
1. Select of the following alternatives to the one that has been implemented at the plant:
a) A foreman moved to another location;
b) working B. and B. transferred to another team. A brigadier stayed .;
c) the team was divided into two, and appointing foremen B. V .;
d) team was divided into two, A. and foremen by appointing one of the active workers (BA, B.).
d) one of the active workers (BI or B) moved to another team;
e) The team was divided into two brigadiers appointed A. and B., who took to his team B.
2. Why did you choose such an alternative?
3. Predict the behavior of the staff team after normalization of relations.
Task 8.
Situation: In the blast furnace steel plant accident occurred. "But not a technical accident, although not without itself - as the director said - it was an accident in human relations." Blast furnace plant at the plant was considered safe. But after the appointment of the new chief of the trouble started for the trouble-Stu.
Head of the department nominated veteran who has worked at the plant for over a quarter century. He grew up in the shop. All he was known as an active and capable employee. When he was appointed head of the department, no one was surprised, but no one could not assume that it is so dramatically change their behavior. The foreman so imagined themselves that ceased to be the views of experts. Even colleagues who were trying to give advice, entered the conflict and did not speak for months. Quarreled with everyone who was with him on an equal footing, forced subordinates tremble before him. All hiding, there was a feeling of disaster. And it came.
"There was a major outage with the ore. Finally, she was admitted. But that was not what we need. And he did not look with Dru-GIH did not ask. From caveats as always waved. "Without you, I know what I'm doing!"
Cast iron from the furnace could not release. "Goat" beat out more than twenty days ... accident befell the summer but before the year of the breakthrough to get out and failed. With the consequences help to cope specialists from different Goro-ing country.
1. Why is this called the crash an accident in human relations?
2. What leadership style was characteristic of the head of department?
3. How do you think the accident could have been prevented?
4. How would you have developed coordinated work in the shop?
Task 9 ..
Think of a situation in which clearly discernible pattern to such as the escalation of conflicts. What you need to do to achieve a conflict-free communication?
Task 10.
Situation: A worker in general knows his business