1. Researchers Butting Heads
Team Leader Training
Researchers Butting Heads
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2. Researchers Butting Heads
You have two researchers who don’t get along particularly well. One is a relatively high performer while the other is a bit more lackadaisical in his approach. You recently sent them TDY together in hopes that the experience would strengthen their working relationship, which can be strained at times. However, upon returning from TDY, your more lackadaisical researcher approached you to say that he thought there was a time when the high- performing researcher was not collecting data during an observational study.

3. Researchers Butting Heads (Continued)
The lackadaisical researcher also complained that the high-performing researcher seemed to take liberty with some accounting on his TDY expense report. Specifically, both researchers’ names were on the rental car agreement but the lackadaisical researcher was driving because the car was funded on his orders as he was the higher ranking individual. One evening, the high-performing researcher asked the lackadaisical researcher for the car keys so he could make a run to a nearby pharmacy (on what turned out to be long evening out). Later, when the lackadaisical researcher was turning in the “unlimited mileage” rental car, he noticed what seemed to be about 100 more miles driven than he expected. The high-performing researcher had no comments about the TDY other than he thought things went well.
Note: Unlimited mileage doesn’t mean you can go anywhere at no cost. The government won’t cover the car if you take it out of the approved TDY area and have an accident, and you are using gas that shouldn’t be charged to the government when you refill the tank.

4. Question & Answer Session
Q1. How do you as a Team Leader move forward on this report from the lackadaisical researcher?

5. Question & Answer Session
Q2. What are your responsibilities as a Team Leader when this type of information is brought to you?

6. Q3. Do you express your opinion or remain silent?
Question & Answer Session
Q3. Do you express your opinion or remain silent?

7. Question & Answer Session
Q4. What aspects of this situation, as you learn more about it, would indicate that you needed to involve your chief?

8. Lessons Learned, Slide 1 of 3
Clearly your efforts of bringing the two researchers together were unsuccessful. When the lackadaisical researcher brought you these accusations, you have the responsibility to deal with it. The first step is usually fact finding (without any notion as to whether you believe or do not believe the reporting researcher). Then, you need to talk with the high-performing researcher to get his side of things (again no pre-decision). Depending upon what you learn, you may need to take this to your chief. At a minimum, you must ensure that the researcher who travelled away from the TDY site files an honest voucher, i.e., pays for any gas used in the non-TDY related side trip.
It may be an unrealistic goal to get the two researchers to really get along well together. However, you need to make sure their relationship is strong enough to be able to collaborate with one another. Emphasize to both that the ability to work cooperatively in a professional manner is one element that goes into success in their career. The lone wolf who can do good work alone but has conflicts with everyone he collaborates with is not a fully successful employee.

9. Lessons Learned, Slide 2 of 3
If you discuss the issue with your chief, you may get a ‘mentoring session’ yourself as to what you thought you could really accomplish with this approach to a TDY. When employees have different views, different personalities, and different motivations, one TDY trip is not going to get them a good grade in the “plays well with others” category. As a Team Leader, you need to understand that mission focus and meaningful work will often do as much to build a high performing team as is possible. Hoping that “the (TDY) experience would strengthen their working relationship” was not a particularly good rationale for selecting the people you selected for the mission.

10. Lessons Learned, Slide 3 of 3
Keep mission as top priority. If two people are the best for the mission, explain to them why they are the best and send them to do the job. Don’t play amateur clinician with your subordinates.
If a rule or regulation breach is brought to your attention, you have an obligation to report it to your chief, and it will be investigated.
Themes
Conflict Management; Integrity and Ethics