Read the case studies and discuss every case study as a team:
What’s the emotion, what are the feelings in each of these case studies? What needs aren’t met?
What would you do as a manager of that person?
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Sarah, a senior developer with 15 years at the company, has been the go-to person for the legacy inventory management system. With the recent announcement of a complete system overhaul and migration to a new cloud-based solution, Sarah has become noticeably withdrawn. She's been spending hours looking through old code and documentation, muttering about how the new system won't be able to handle certain edge cases. In team meetings, she's quiet and disengaged, occasionally sighing heavily when the migration is discussed.
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Mark, a team lead for the past five years, was passed over for the project manager role in a major new initiative. Since the announcement, he's been openly critical of every decision made by the new project manager. In meetings, his tone is sharp and confrontational. He's been sending late-night emails questioning project timelines and resource allocations, often copying upper management.
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Lisa, a QA analyst, has been told that her role will be changing due to the adoption of new automated testing tools. Initially resistant, she's now constantly asking about training opportunities and suggesting ways she could contribute to the automation effort. She's been staying late to learn scripting languages and has asked her manager three times this week about the possibility of joining the automation team.
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James, a talented developer, was required to relocate to a different office due to team consolidation. Since the move, his productivity has dropped significantly. He's often seen staring blankly at his screen, takes longer lunch breaks, and has stopped contributing to team chat. When asked about his projects, he gives short, noncommittal answers and seems to lack his usual enthusiasm.
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Emily, formerly a project manager, was moved to a business analyst role following a restructuring. She now arrives late to work most days and leaves early. In meetings, she rarely speaks up, even on topics where she has expertise. She's stopped attending optional team events and declined to join the planning committee for the annual IT summit, which she used to lead.