VidSoft triangle

Alternative solutions

Alternative 1

Babatunde could give Jennah Li an early heads up rather than thrusting her suddenly to unfamiliar territory. He could have give her some 'acting' responsibilities during his absence or official holidays from work. This kind of on-the-job training could prove valuable to build up Li's confidence to lead as well as to improve the general acceptance of her as a potential manager by other team members. High confidence would greatly help Li in future conflict resolution situations and would add up to her satisfaction. 'Having cheese makes you happy' (Johnson, 1998:9). Planning ahead is part and parcel of managerial work. It would be a natural tendency for Babatunde to think little of the issue, protect his hide, and just let go of Hsu so that the company can get on with its business but, I believe, this situation should not be taken lightly and should be considered as an opportunity to secure a potential solution that would 'likely win a contest of interpretations inside'… [the] 'organization and' [eventually] 'influence the thinking of other people' (Badaracco, 2002:6). Identifying the right strategy to arrive at possible solutions would help in choosing the best answer for this situation. Jeanne Brett, Kristin Behfar, and Mary Kern have identified four strategies that most successful team and managers use for dealing with this kind of challenge. They are adaptation, structural intervention, managerial intervention, and exit (Brett, J., Behfar, K. & Kern M., 2006:4).Instead of waiting for the issues of insubordination due to superiority complex and nonconformance to positive change to arise and develop into an organizational shocker, management could have anticipated the crisis and taken a practical approach to defining a work culture that valued task expertise, skills & performance as an ingredient of their promotion-from-within ethos and that welcomes change in all aspects ...