There have been screaming matches between Sales and R&D (Dev) ever since the market release of the last product.
Unhappy clients have communicated thousands of complaints which are besieging management! It is now very hard to get the Sales and Dev teams to sit in the same room in order to solve problems. There are nasty emails threads going back and forth with personal insults, buck-passing and character assassination.
Stan, the CEO, has no time to deal with this. The investors are on his back for a faster return on investment. He needs to replace his CFO who he caught “chirping” to the board about revenue forecasts. Stan expects the head of Sales, Lucien, and the head of R&D, Deepak, to be mature and handle the issues at hand like adults. “Boys”, said Stan, “get these teams aligned. Use HR or a consultants as needed”.
The HR manager ran an on-line survey to see what needed to be done to “calm things down”; staff described their level of pain as 9 (on a ten point scale). Job satisfaction was rated high (8) and interdisciplinary teamwork was low (6).
A consultant was hired to do outdoor training to lower group pain. A yoga coach was hired to relieve the stress/pain of the last few months at the individual level. Lucien and Deepak were given each individually 2 hours of anti-stress coaching provided by an on-line vendor via Skype. As is said in the Merchant of Venice, the goal of both interventions was “Hiding the grossness with fair ornament”. Act 3, scene 2. Or as is pointed out in a comment (in Hebrew) below by a reader Mr. Koren, the emphasis was placed on feeling well, not getting better.
However, this mess was all about the risk taking behaviour of CEO Stan. In order to show his investors a pattern of growth, CEO Stan had oked the design and release of a totally immature project, which no one yet knew how to design let alone build. Sales numbers were high because the install base is in the third world, where agents pay off corporate purchasing to buy almost anything.
The product, now released, has cause huge pain. Sales cannot deal with the angry clients and expects R&D to send people to the client site to get the product working. R&D expects Sales to “manage the the customer” until a half decent “fix” can be concocted.
The moral of this story is that organizational pain is an important indicator, and thus need not be/must not be suppressed. Quite the opposite, the pain can lead us to the dysfunction, albeit not directly.
Mitigating pain symptoms in organizations is often the least indicated solution to organizational problems. Mindlessly mitigating pain is a happy happy, wow wow, useless useless exercise which has corrupted organizational development of the worst kind.
Oh yes, coaching for individuals is often (certainly not always) the mother of all pain mitigation elixirs. Coaching for the individual often means, “Let’s work together on how you overcome other peoples’/system problems”.
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