A reasonable assumption is that Satera Team members and higher-up managers at Imatron Systems were probably well aware that Lovas and Bennett had a significant history of working poorly together.
1. Why do you suppose both Lovas and Bennett were placed on the Satera Team?
2.Why weren’t any meaningful steps taken early on by Pinto or anyone else to mitigate the otherwise high probability of substantial team dysfunction?
3. Who are the Satera Team’s key stakeholders? What do stakeholders’ need and expect from the team? How should these needs and expectations be prioritized?
4. What were the most dysfunctional behaviors that took place on the Satera Team, and why did they occur? Consider also behaviors exhibited by people other than Lovas and Bennett.
5.What can Pinto do “now” (at the end of the case) to get the team on track, and what is the probability of his successfully doing so?
6.What could Pinto have done differently at the team’s inception to have avoided the predicament?
7.What lessons from this case apply to your program teams?
