I'm in an MBA program. One team member is too young, thinks they know everything, & is often wrong. Advice?

Question

So there are assigned groups of 4-6 people in this business school program. Groups are assigned and are intended to stay together for the duration of the program.

One member of our group is way too immature for the program. They speak without thinking, try to lead every project, get defensive about their ideas, don't really incorporate others' conlficting ideas, repeat others' correct asnwers as their own, and despite the fact that they are often proven wrong when promoting their own agenda... continue to do so.

The following has already been attempted:
1) Anonymous feedback
2) Personal interventions
3) Use of professors as 3rd party experts (to prove points)
4) Allowing them to lead smaller projects

The general consensus of the class is that this person offers no value and is a distraction. They can not be traded to another group since nobody wants this person.

Does anyone else out there with a lot of people management and team behavior experience have some advice?

Thanks so far for the responses everyone. Consensus so far seems to be to generally ignore the disruptive inputs & behaviors.

If I add this hypothesis, would it change the range of responses? (Feel free to say that the hypothesis is unlikely too)

So perhaps this person is very anxious to lead & demonstrate their mgmt skill. This could be to satisfy some hidden psychological need or ego, or maybe because they see b-school as the sandbox to practice in (not realizing we have 2 years & they'll get a turn). Note that rotating roles has been agreed upon, but they persist in jumping out the gate anyways. If not allowed to leave, they shutdown and sulk.

Under this scenario, let's assume this person probably does not presently have the confidence of other members nor have they demonstrated ability to gain this.

How does the group manage this?

Could problem be that ALL members of the group have 0 confidence in each other & this person is simultaneously causal & victimized?

Answer 1

I've been in retail management for several years. I've worked with every maturity level out there (some 32 year olds are worse than 19 year olds).

Essentially, this person is not useful to you. I would tell them flat out, candidly, how you all feel. This may or may not snap them out of it, but once the truth has been laid down, this person can either take it or ignore it.

It may seem like bad teamwork, but if everything constructive has been done, it's time to do what is best for your team.

Answer 2

Have you tried ignoring this person? I mean let the person talk, but nobody respond, positively or negatively, and then continue the conversation as if s/he said nothing. Ignore the person when s/he volunteers to do something, and assign someone else to do that task. When this person insists that something be included in a project that the rest of you don't want, other people should take turns saying, neutrally, "I think the majority agrees that this shouldn't be included." Or words to that effect. Don't make it personal. The whole group would have to make a united front to make this work. Focus your rejection on the person's ideas, not on attacks on the person.

This person may be enjoying all the attention s/he is getting with all these interventions and feedback, and if you eliminate the feedback, the behavior may subside.

Answer 3

Sometimes people don't see and understand how they really are until they see it on video tape. Can you video tape your team as a whole and they point out how a situation could be work differently?

Does this person have a medical problem by any chance? I went to college just a few years back with a girl that had diabetes. She did some similar things that you are talking about. Sometimes she seemed lethargic to the point that she seemed to be a shell.

Do you think that the person might start getting it if the majority vetoed or ignored some of the behavior. The person might just be homesick and wanting some attention.

Answer 4

Oh yeah, there is one in every group.

Is the function of these groups to work together to solve a common problem?

There is power in numbers. This person is out numbered. Someone or everyone needs to speak up and tell this person they are speaking out of turn, or "We have heard enough input from you Mr. Smarty Pants" or "We would like to give so & so a chance to work on this problem" This kind of aggression is similiar to being a bully and they will only bully because they have been given the opportunity. Take back your group. I hope I have helped.

Answer 5

I'll ask for a refund for the program. These kids nowadays think they grow up with an MBA but they contribute shi*t to the program with their lack of practical experience. I understand how you feel. Got a fellow female grad going straight for masters after grad ceremony, and giving lectures to guys olderthan her. Hell of respect she was given.