A: Communication Problems at Ozark Corporation

March is the busiest time of the year at Ozark Corporation. Thus, when the production line in Section A has trouble for the second time in a week, Sam Case decides he’d better get it straightened out immediately. As the lead supervisor, Sam is directly in charge of Sections A and B.

Sam calls in Paul Banks, the new supervisor in Section A. Their conversation is as follows:

Sam:Paul, we seem to be having some problems in your section. The line has been down twice in the last three days. This is our busiest time of the year. We can’t afford to have recurring problems of this type. I want you to stop that quality-control project I have you working on, find out what the problem is out on the line, and get rid of it.

Paul:Okay, I’ll get out there, find out what’s causing the problem, and get rid of it.

Sam:Fine.

A quick check of the line reveals that there was a problem with the automatic control unit. Paul checks and finds that it would take four hours to replace the unit. "If you put in a new one," the maintenance man tells him, "you won’t have a problem with it for at least sixteen months. It’s up to you. I’ll do whatever you tell me." Paul tells the man to replace the automatic control unit.

By late afternoon the new unit is installed and the line is operating at full speed. However, the next morning, after Sam receives the previous day’s production figures, he calls Paul in. "What happened in your section? I thought you were going to fix the problem."

"I did," Paul tells him. "The automatic control unit was giving us trouble, so I replaced it."

Sam’s voice indicates that he is not happy with this decision. "You pulled the unit in the middle of a workday? Why didn’t you wait until the shift was over and have the unit pulled then? You could have done preventive maintenance to get through the rest of the day. You gave up two hours of production time to replace a unit that could have waited for maintenance."

Paul is shocked. He thought he had done the right thing. "Look, Sam," he says, "you told me to get rid of the problem and I did. You didn’t say anything about preventive maintenance or not stopping the line."

Sam realizes that the discussion is beginning to get out of hand. "Look, let’s stand back and quietly discuss this matter." With that, the two men start discussing the matter from the beginning.

1. Analyze the communication between the lead supervisor, Sam Case, and the new supervisor in Section A, Paul Banks. What did Sam do wrong?

2. How could the problem have been prevented? In your answer discuss the requirement for active listening.

3. Discuss the barriers to effective communication. What should Sam and Paul learn from this experience that will make them better communicators and more effective supervisors?