Details of Team’s People and Work Processes

 Communication between group members has been established through a Facebook Group
as well as e-mail and lastly by phone. Communication shall be attempted in that order.
 The decision making process will be modeled on a democratic system with a prerequisite
of references when considering a decision.
 Tasks based on each group members skills and strengths have been assigned.
 Conflict resolution will be conducted during group meetings where the issue at hand will
be addressed before the entire group. A vote on the subject will be conducted provided
adequate references are provided allowing the group to make an informed decision.
 A Self-directed structure with an outside leader has been selected due to its effectiveness.
 Shannon MacDonald has been selected as our group leader due to the strength of her
organizational skills.
 All essential roles as well as individual responsibilities have been assigned (refer to Table
1 below)
 Work will be conducted on an individual basis primarily due to scheduling constraints.
However there will be mandatory meetings set. Timeliness, professionalism and respect
are to be the norms of the group. The initial resolution of minor disagreements or
conflicts is to be done a person to person level before bringing it to the attention of the
group. If the conflict remains unresolved, it may then be addressed during a group
meeting.
 Team values include active participation, a high standard for work quality, schedule
adherence and recognition of the aforementioned.
 When discovered, sources of information are circulated to all group members providing
everyone in the team with the same resources.
 During meetings each group member will summarize their progress and findings with the
team.
 Meetings shall provide an opportunity for all group members to ask questions and get
opinions free from negative criticism.
 Meetings will be conducted Monday’s at 2:00 pm when required. There may be a need
for meetings on other days depending on particular deadlines and constraints. These
meeting will be held Wednesdays and Fridays at 5:00 pm when necessary.
 Each member is to work to a schedule agreed upon by all group members.
 All group members will have completed their individualized tasks prior to set meeting
dates.
 Task selection was done in an open manner with each member electing to choose the task
they felt most interested in or well equipped for. No disagreements arose as a result of
this approach.
 During meetings, the floor was open to anyone with something to say and group
members listened respectfully allowing the speaker to finish before voicing any opinions
or concerns. This allowed the group to function smoothly and effectively. It also
enhanced group performance by promoting participation.
 All group members participated actively and provided valuable insights and opinions
towards the project. Work quality was found to be high as a result of this sense of group
membership and importance.
 To improve group cohesion and reduce confusion, meeting minutes were taken. Soon
after meetings were concluded, the minutes were compiled posted on the group work site.
This provided each member with a record of decisions, changes and important notes that
were discussed.
 Considerable effort was spent determining submission deadlines. The schedule decided
on by the group included significant factors of safety to ensure unforeseen difficulties,
illnesses, conflicting priorities or other circumstances could be accommodated. The
safety factors helped to reduce any tensions resulting from missed deadlines. This also
prevented rushed or low quality work from creating problems and allotted time for
resubmissions.
 All group members were encouraged to critique work provided it was constructive. This
was accomplished through the group work site and also during meetings. This functioned
well and helped to uncover small details that otherwise may have gone unnoticed.
 Significant details were discussed as a group prior to the beginning of individual work.
Important items such as basic and immediate causes were considered on a group basis.
These important decisions significantly impacted the general direction of the
investigation and were not left to one group member’s discretion.
 In order to streamline the meetings, topics for discussion were considered or
brainstormed beforehand. This helped to reduce meeting times and also ensured all
necessary topics were addressed.
 Table : *(**(***** (Individualized Report Responsibilities)

Group Member Responsibility

Shannon MacDonald Team Leader

Investigation of Incident losses with respect to P.E.A.P.s.s

Elaboration on leadership and what it meant for our team

Executive Summary for self-evaluation report

Team Presentation

Compilation and formatting of the report (incl. title pages,

tables of contents, etc.)

Lukasz Glistak Provide an overview of the team’s process for doing the
investigation

Describe the team’s people and work processes including

details (People process development)

Add details to people and work processes

Provide cost estimations for Recommendations

Conclusion for incident investigation

Cody H McIntyre Description of our team’s investigation steps

Analyse how the team used “active listening”

An analysis of the team’s synergy

Brett Schroh Event Tree, complete with a brainstormed list of all other
possible consequences.

Recommendations section

Linda Nguyen Develop a fault tree analysis, starting off at immediate

causes and leading up to basic causes

Executive Summary

All References
 Review/critique and suggestions

Conclusion

The Sampoong Department Store, located in the Seocho-gu district of Seoul South Korea,
collapsed due to the structural failure of column 5E. This was only the immediate cause of the
incident and, like all other incidents, this was completely preventable. The death toll was
catastrophic with 501 people losing their lives and another 937 people receiving injuries. Many
of the survivors were left with lifelong debilitating injuries. The entire department store was lost
with a total of $216 million dollars in property damage. This was the largest peacetime disaster
in South Korean history.
An in-depth investigation into the incident, considering engineering analysis, construction
history, witness statements and managerial decisions, was conducted to determine the basic
causes of this incident. All evidence pointed at greed, cutting costs and increasing capacities to
maximize profitability. The owners and management were preoccupied with profitability and
completely neglected to consider implementing a safety program to protect the public. Changes
were made without considering the risk that would result and the expertise of designers and
engineers was ignored. Rather than listening to the warnings and concerns of industry experts,
management terminated their contracts and employment. The department store was essentially
constructed without any engineering analysis. The changes made to the design by management
and owners were outside of any calculations done.
Recommendations made to prevent this tragedy and tragedies like it include: implementing a 13
element safety program and ensuring safety inspections are conducted by competent inspectors,
utilizing risk/hazard analysis, implementing a management of change protocol and ensuring a
proper safety culture is present. In this case, the recommendations came too late. However,
lessons must be learned to prevent tragedies like this from occurring in the future. The
Sampoong Department Store collapse had far reaching implications. Analysis and investigations
resulted in the discovery of many South Korean buildings and facilities with substandard
construction. It was found that these structural deficiencies were a result of failed government
safety inspection programs. Inspectors were bribed into passing buildings and allowing structural
deficiencies to go unnoticed. Unfortunately this was another example of management failing, this
time at the highest level.