During session #6 we were given the Energy International Case to complete in class. The goal was to evaluate a pool of candidates and choose the best-qualified individual to fill the general manager position for the Brazilian plant of Energy International. There was no advance preparation and we were given only twenty minutes to complete the task. The requirement was that we work as a team to identify the only qualified candidate based on the requirements outlined on the data sheet. Substantial agreement must be achieved.

Each member of our group was given a data sheet and a synopsis of the education and applicable work experience for the seven candidates. We quickly read our sheets and began our discussion. Within minutes we realized that there were three different versions of the data sheets.  Each version had a fact(s) that the other two versions did not. At that point we realized that communication between members was the means of accomplishing our goal. The information on the data sheets was exchanged and we eliminated candidates for various qualification criteria; age, language command, education, etc. As time ran out we narrowed the pool to two candidates. We could not identify any difference in their profiles. In the last minute we chose the wrong one of the two. We were the only group in the class that did not complete the task successfully.

We had not clearly communicated with one another. However, the importance of open communication between members would be required if we were going to perform as a high performance organization.

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Last updated: April 16, 2000.