Welcome guest   login       Deutsch, Dansk   

Expert System

Introduction, Situation Analysis, Instructions, Technical Background

Case 6 What Happens to the Reengineering Team

Setting: A Large Multinational Corporation; Your Position: Vice President of Planning

A year ago the CEO, to whom you report, gave you the most important assignment of your career: Assemble a team of the brightest and most talented people from the various businesses and divisions of the company, assuring that all functions are represented. You will provide this team with all relevant information (including information hitherto available only to the board of directors) concerning the momentous changes that have taken place in the many markets in which we operate. The team's task will be to develop a blueprint of the structure and operations of the company a decade hence. Team members will be relieved of all of their operational duties until the task is completed. The team will be given an ample budget for them to collect the necessary information to complete the assignment.

The team has been spectacularly successful. The eight people whom you selected all accepted the assignment with enthusiasm, and their report has received accolades from the managing committee and from the board of directors. It has been a great source of pride to you to see how effectively the group has worked together and the care and diligence with which they have approached this assignment.

Now that the primary task has been completed, the CEO has asked you to select two of the team members to work on the implementation of the plan. The remaining six would be returned to the businesses and the jobs from which they had come. When they heard this news, the group was furious. They claimed that they had been led to believe that their assignment included carrying out the plans that they had so skillfully developed. One of them even referred to the CEO's decision as a "betrayal."

You know that each would strongly prefer to stay with the project rather than return to their previous jobs. You raised these issues with the CEO, but it was made clear to you that the CEO viewed the implementation phase as a task better done by a much smaller group. You certainly know the individuals well enough to make a sensible choice, but you were hoping that a way could be found to make the team happy.

Your answer: Consult Individually

Decision SignificanceHow important is the "quality" of the decision, i.e. to what extent does the decision have material, strategic impact on your clients or beneficiaries inside or outside of the organization. (click for details)   Group ExpertiseDoes the group collectively have the necessary knowledge to solve the problem and or make this decision? (click for details)
Importance of CommitmentTo what degree will the implementation of the decision require the support and cooperation of the group to be effective? (click for details)   Interaction ConstraintAre there time or geographic constraints which would prevent you from bringing the team together (physically or by telecom) to make the decision? (click for details)
Leader ExpertiseTo what extent do you, the leader, have the necessary knowledge to solve the problem or make this decision? (click for details)   Team Competence How competent is the group at working together as a team in solving problems or making decisions. The issue is not their factual or analytical technical knowledge, but rather their ability to work together synergistically. (click for details)
Likelihood of Commitment How likely is it that the group would accept your decision as the best course of action even though not included in the decision making process itself. (click for details)   Time/Dvpt PreferenceChoose the importance of time and development individually or use the values specified by either the Time or Development Driven model.(click for details)
Goal AlignmentTo what degree are the members of the group committed to the achievement of the oganization goals which are at stake in this decision? (click for details)      Value of TimeThe value of time varies with the number and intensity of other activities confronting you and your group. Considering your current workload, rate the value of time. (click for details)
Likelihood of DisagreementHow controversial is this decision likely to be among the members of the group? (click for details)      Value of DevelopmentHow important is it to you to develop the capabilities of your group or team, i.e. increasing their knowledge, their commitment to the organization, and their effectiveness in working together? (click for details)
Analysis for (?)
Not authorized to use Expert System: Login or Contact us for access.

Copyright © 2018 Victor H. Vroom