The Team That Wasn′t (HBR Case Study) by Suzy Wetlaufer Synopsis: Eric Holt had one responsibility as FireArt′s director of strategy: to put together a team of people from each division and create and implement a comprehensive plan for the company′s strategic realignment within six months. It seemed like an exciting, rewarding challenge. Unfortunately, the team got off on the wrong foot from its first meeting. Randy Louderback, FireArt′s charismatic and extremely talented director of sales and marketing, seemed intent on sabotaging the group′s efforts. Anxiously awaiting the start of the team′s fourth meeting, Eric was determined to address Randy′s behavior openly in the group. But before he could, Randy provoked a confrontation, and the meeting ended abruptly. What should Eric do now? Is Randy the team′s only problem? In 94612 and 94612Z, Jon R. Katzenbach, J. Richard Hackman, Genevieve Segol, Paul P. Baard, Ed Musselwhite, Kathleen Hurson, and Michael Garber offer advice on this fictional case study. Case Analysis Paper: Background Summary: Open the paper with a concise case summary, identify the key facets of the case and summarize what are the key issues and problems. Key Theories and Principles: Identify the key course leadership and group/team principles and theories that are at play. Case Analysis: Assess the team’s performance. How effective has it been? Support your assessment with specifics from the case. As a leader what do you think explains Randy’s behavior? If you were Eric’s supervisor, how would you feel Eric has performed as the team leader? What has he done or failed to do to make the team effective? What should Eric do to get the team back on track? What are his options?
