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  • January 2003 (Revised October 2003)
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Satera Team at Imatron Systems, Inc. (A), The

By: Teresa M. Amabile and Elizabeth Schatzel
  • Format:Print
  • | Pages:13
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Abstract

Escalating conflict has erupted within the Satera product development team, resulting from the conflicting cognitive styles of the two senior mechanical engineers. The conflict has taken a toll on both project progress and team morale, endangering one of the most important initiatives at Imatron Systems, Inc. After discussing the situation with VP of R&D Rick Levinger, team leader Gary Pinto realizes he must take decisive action. This case presents a profile of the company, the team, the Satera project, and the team members, focusing on Pinto and the dueling engineers. Through a detailed description of their vastly different problem-solving preferences, and the interactions in which those differences become most apparent, the conflict presents a common problem that managers must face when working with creative people on creative projects.

Keywords

Decision Making; Entrepreneurship; Human Resources; Management; Business or Company Management; Groups and Teams; Medical Devices and Supplies Industry

Citation

Amabile, Teresa M., and Elizabeth Schatzel. "Satera Team at Imatron Systems, Inc. (A), The." Harvard Business School Case 803-141, January 2003. (Revised October 2003.)
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About The Author

Teresa M. Amabile

Entrepreneurial Management
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Related Work

    • January 2003 (Revised June 2007)
    • Faculty Research

    Satera Team at Imatron Systems, Inc. The, (B)

    By: Teresa M. Amabile and Elizabeth Schatzel
Related Work
  • Satera Team at Imatron Systems, Inc. The, (B) By: Teresa M. Amabile and Elizabeth Schatzel
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