Effective collaboration among diverse teams is crucial for the success of any organization. Johnson & Johnson’s Drug Evaluation (DE) Department faced significant intergroup conflict that hindered productivity and morale. This case study explores how strategic interventions can improve intergroup relationships and drive organizational success.
The Context of Johnson & Johnson’s Drug Evaluation Department
In mid-2000, Johnson & Johnson (J&J) merged two research and development organizations to form the DE organization. This strategic move aimed to create a leading-edge global function responsible for investigating potential new drug products and making data-driven decisions. The DE organization serves as a bridge between the discovery of new compounds and the full development of new drugs, playing a critical role in shaping J&J's R&D pipeline.
The DE management team consists of the global head of DE and seven direct reports representing various functions, including chemical pharmaceuticals, clinical drug evaluation, clinical operations, and portfolio planning and resource management (PPRM).
Emergence of Conflict
By fall 2001, it became apparent that the merger had led to significant issues related to work, roles, responsibilities, and overall cohesion within the DE. The primary conflict arose between the schedule-oriented project champions in the PPRM group and the quality-oriented clinical specialists in the Clinical Drug Evaluation group. This conflict hurt department morale and productivity.
The Role of the OD Practitioner
The DE management team enlisted an OD practitioner to diagnose and address these issues. The practitioner conducted interviews with members of both the PPRM and Clinical Drug Evaluation groups, uncovering a wide range of opinions about the nature and causes of the conflict. Seven themes emerged from the data, but there was no consensus on a single dominant issue.
Initial Interventions and Diagnosis
To address the lack of agreement on the issues, the OD practitioner proposed a three-day off-site meeting in Villars, Switzerland, chosen for its neutral location. The objective was to improve communications and address intergroup conflict through structured exercises and discussions.
Participants were divided into groups to address key questions:
What do we want from you?
What we don’t want from you?
What do we offer/give you?
What we don’t offer/give you?
Each group discussed and reached a consensus on their perceptions of the other group, which led to lively discussions and a better understanding of mutual expectations and concerns.
Facilitating Communication and Resolution
When the groups presented their findings, common themes included a desire for expertise, teamwork, input, support, adequate time, and frequent interaction. Both groups expressed a need to avoid surprise decisions, delayed or filtered information, and taking responsibility for others' tasks.
A large group discussion facilitated by the practitioner highlighted a 90% agreement between the groups. The primary issue was the decision-making process, which was resolved through facilitated discussions on effective methods for making decisions collaboratively.
Outcomes and Reflections
The off-site meeting resulted in improved relations and increased trust between the groups. Participants developed a better understanding of each other's perspectives and working styles, leading to positive, cooperative attitudes and clearer roles and responsibilities. The DE management team was pleased with the outcomes, noting enhanced communication and a more cohesive working environment.
Implications for Organizational Development
The case of Johnson & Johnson's DE Department underscores the importance of addressing intergroup conflict through structured interventions that focus on attitudinal change and communication improvement. Effective conflict resolution can lead to increased trust, better collaboration, and improved organizational performance.
Conclusion
Building strong intergroup relationships is essential for organizational success, particularly in complex, cross-functional environments. The experience of Johnson & Johnson's DE Department demonstrates how targeted OD interventions can resolve conflicts, enhance collaboration, and drive better outcomes. At OrgEvo Consulting, we specialize in providing expert organizational development services to help companies navigate intergroup conflicts and achieve sustainable success.
Connect with OrgEvo Consulting
OrgEvo Consulting offers comprehensive services in organizational development, including conflict resolution, team building, and leadership development. Our customized interventions are designed to improve communication, foster collaboration, and drive organizational success. Contact us today to learn how we can support your organization.
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