The case study “When Key Employee Clash” explains a conflict between two directors of Kid Spectrum

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The case study “When Key Employee Clash” explains a conflict between two directors of Kid Spectrum, Inc. The author states that both Ellen, the administrative director, and Ronnie, the director of clinical operations have totally different ways to work. Ellen follows protocols and wants more stuff to control, whereas, Ronnie focuses on what is important: the clients. According to Ellen, Ronnie and his team are slow in timesheets submission which creates a problem in cash flow from the insurer. Ronnie admits this and says that his team needs more time to get used to with the new systems.
Ellen and Ronnie work styles depend on their department objectives. Ellen’s work is more about administrative jobs such as get the timesheets done on time so that cash flow can happen based on proper paperwork. In contrast, Ronnie focuses more on groundwork to help patients. One benefit is that both are loyal towards the organization and they are good at their works but they have lack of collaboration.
The focus on individual department goal and not align with overall organization objective and vision is the main reason of the issue in this case because Ronnie is so much focused on helping clients and overlooked overall organization goal, similarly, Ellen assumes that the profit from insurer is only necessary but it cannot come without receiving the business from clients.
In Harvard Business Review, on “What Leaders Really Do” the author states that “Executives who are overeducated in management and undereducated in leadership, the idea of getting people moving in the same direction appears to be an organizational problem. But what executives need to do is not organize people but align them.” As it does not seem that Ellen and Ronnie are having a problem in achieving their departmental goals so we need to align them with the organization vision.

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