Your organization has worked hard to eliminate proverbial “silos” by encouraging
ID: 3449094 • Letter: Y
Question
Your organization has worked hard to eliminate proverbial “silos” by encouraging collaboration between various Departments. This has created some interesting conflicts between managers, however, as support staff are occasionally given different competing projects to complete by different managers and each manager routinely considers his or her projects to be more important than those of others. On more than one occasion, critical tasks within your office were not completed because support staff were working on projects for other managers with similar deadlines.
What is the underlying problem that is impacting your employee’s ability to do what they are supposed to do?
Do you consider this to be a personnel issue, an organizational issue, or both?
How do you believe this problem can be addressed with your subordinates? Is it enough to work with only your subordinates on the issue, or does the conversation need to go further in the organization?
What type of feedback loop is (or should be) in place for your subordinates if conflicting work is assigned?
Explanation / Answer
In the situation given, the tasks weren't completed because the employees had to work on other projects with similar deadlines. Here it could be a personal issues when it comes to conflicts between managers. The employees aren't able to work efficiently due to workload from different managers and their expectations to get the work completed within a particular time.
Definitely conversation is important, first with the subordinates in a very professional way, that the employees aren't able to work properly. If needed, the matter should be taken to the organization too as eventually the failure in performance will have to be answered in future.
If conflicting work is assigned, the feedback with the reason as should be given to the organization.
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