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 Throughout my career, I’ve facilitated and been a party to disagreements or conflict more times that I can possibly count. Sometimes things worked out okay, and those affected were satisfied with the outcome.
Other times, things didn’t turn out as well. As I’ve thought about both the good and not-so-good outcomes, it caused me to dig deeper to find the underlying factors that helped drive the outcomes. Read more at ProjectManagement.com. 
Jane was a group manager over a team of six buyers for a large department store chain. Her team specialized in buying house-wares, including linens, sheets, towels and small appliances. Her team met every week to discuss advertised specials for upcoming weeks and any supplier issues that the team needed to be aware of. There was one linens supplier, Patty’s Linens, that has had some difficulty with product quality and the department store was experiencing higher-than-normal returns on the product. Two weeks earlier, the supplier submitted a plan for how they were going to improve the quality of their product. The department store decided to keep the supplier on for three more months to evaluate their plan and give the supplier an opportunity to resolve the quality issues. With this as backdrop, we eavesdrop on Jane’s current team meeting:
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January 2025
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