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Two key members of a newly restructured team had
responsibility for quality and performance. Their
working relationship was clearly unhealthy and
unhelpful, having a huge impact on both the performance
and culture of the overall team.
- Worked with the individuals to find the
underlying causes and assumptions
- Created an appropriate environment to enable
authentic dialogue, challenging individuals
- Created awareness of the different conflict
management preferences within the team, using the
Thomas Kilmann inventory.
The outcome has been to focus the effort of the whole
team to performance by understanding and valuing the
diversity of styles. The behaviours of the key
individuals have also changed. “The transformation is
amazing”
