PK0-004 · Question #784
There is friction between team members who were on the team before a merger took place and those who transitioned during the merger. This situation is having an adverse effect on team performance…
The correct answer is B. Engage in relationship building by getting both sides to work on tasks together. The root of this conflict is an 'us vs. them' divide between two groups who have not yet built trust or understanding. The most effective resolution is active relationship building through collaborative work - assigning both groups to shared tasks breaks down barriers…
Question
There is friction between team members who were on the team before a merger took place and those who transitioned during the merger. This situation is having an adverse effect on team performance. Which of the following can the project manager do to help resolve this issue?
Options
- AObserve the team during the transition period and give the team time to form.
- BEngage in relationship building by getting both sides to work on tasks together.
- CReport the conflict to human resources and let them address it.
- DAssign tasks between the team members to ensure interaction is limited.
How the community answered
(61 responses)- A7% (4)
- B72% (44)
- C16% (10)
- D5% (3)
Explanation
The root of this conflict is an 'us vs. them' divide between two groups who have not yet built trust or understanding. The most effective resolution is active relationship building through collaborative work - assigning both groups to shared tasks breaks down barriers, encourages communication, and builds mutual respect organically. Simply observing and waiting (A) is passive and allows the conflict to persist. Escalating to HR (C) is premature for team friction that can be managed at the project level. Limiting interaction (D) is counterproductive and worsens division. Collaboration is the project manager's most powerful tool for team integration.
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