I. Background In 1993, the Tucker Company underwent an extensive corporate reorganization that divided it into 3 major divisions, representing Tucker's 3 major product lines. These included commercial jet engines, military jet engines, and utility turbines. Each of these divisions will be led by vice presidents who will report directly to the company's president, Mr. Harnett. Each of these divisions will have its own engineering, manufacturing, accounting, etc. departments. Additionally, it will sometimes be necessary for divisions to use the services of other divisions or departments so that additional personnel and facilities costs do not occur. An example of the shared department is the laboratory. The laboratory director reports directly to the director of the military jet engine division. In 1999, Mr. Garfield, the laboratory director, retired, and few interdepartmental conflicts occurred during his service. Mrs. Hodge replaced Mr. Garfield, and Mrs. Hodge was eager to get management's attention. Most of her colleagues perceived her as someone who was more interested in her own progress than that of the company. In the 6 months she spent with Tucker, Ms. Hodge was involved in several interdepartmental conflicts. In the past, engineering departments used the laboratory as a testing facility to determine the properties of materials selected by design engineers. Ms. Hodge felt that the laboratory should be more involved in the selection of these materials, the design of the experiments, and the subsequent evaluations of the experimental data. Hodge discussed the matter with Mr. Franklin of the engineering department of the utilities turbine division. Mr. Franklin offered to consult with Ms. Hodge but said the final responsibility for the selection rested with his department. Following this discussion, other conflicts arose over the implementation of the results. Mr. Franklin told Ms. Hodge that, due to his position at the testing laboratory, he was unable to appreciate the detailed design considerations that influenced the final material selection decision. Ms. Hodge said Mr. Franklin did not have the materials expertise that she, as a metallurgist, had. Franklin also noted that his requests took longer under Ms. Hodge's management, compared to that of Mr. Garfield. Ms. Hodge explained that military jet engine problems had to be given top priority because of the administrative structure. She also said that if she were more involved in Mr. Franklin's problems, she would be able to appreciate his sense of urgency and review priorities in the process..