The meeting was set at 9:00 AM, but attendees came in trickles. Only a handful was there on time, and the ones that intermittently come in reasoned they had come from important shifts that they could not easily abandon. The meeting officially started twenty minutes later. The person who presided the meeting was the hospital manager assisted by the head of personnel. The manager presented the agenda for the meeting and then gave the floor to the personnel head who shared with the group the common gripes of the hospital employees and staff that they, as leaders needed to address in order for the hospital to run more efficiently. These issues included a lingering communication problem within the staff of the hospital,. transfer of information from one staff group to another regarding the patients’ cases making the workers unable to contribute productively to the staff meetings. and finally, the high stress level in the work environment which may be the reason for the quick turnover of staff over a short period of time.
The announcement of the issues aimed to be resolved in the meeting at hand elicited various reactions from the attendees. Some agreed, and some vehemently disagreed claiming their departments were running very smoothly and none of the problems mentioned existed there. There was a lot of blame assignment and murmurs of discontent heard all around the room. The manager had a difficult time quieting the attendees down and had to raise his voice just so they would return .their attention to him. The group seemed to be in the “Storming” stage of Tucker’s model and Wheelan’s Counterdependency and Fight stage where the members tended to express their own individual opinions whether it agrees with the group’s or not. . .