The Metric Division is a new division of a large organization that faces several challenges. Perhaps the most important of these is a lack of understanding of the goals of the organization, beyond the obvious goals of making a profit. The division was recently reorganized so that it is now responsible for an entire product line; this represents a shift to a divisional organization from what was presumably a functional organization previously. The top management has only been in place for five months, and in that time, has been unable to clearly communicate its goals for the organization.
The Metric Division also suffers from a lack of cohesion within its ranks. There is a tendency of people to view the organization in terms of the "old guard" and the "new guard," an orientation that leads to division rather than unity. This also causes problems when the organization tries to solve problems, so that those who have provided leadership in the past are expected to do so in the current situation, or assume that their roles have not changed even after the reorganization. This makes it difficult for the group to entertain new ideas or new approaches to its situation.
Joe's role within the organization is one of those that is misunderstood, and this misunderstanding may begin with Joe himself. Although Joe seems to be well-liked by members of his team, there is evidence that he has not assumed a leadership role in terms of guiding the team toward achieving specific goals and objectives. This comes across to some degree in the actual statements that are made by team members that reference Joe specifically, but can also be seen by the rambling nature perceived by some of the meetings that take place. The lack of agenda items for meetings or the ability of Joe to keep meetings on track and relevant to all attendees also suggests that Joe is not comfortable in his role.
There are also basic communication issues between and amon...