Key Issues:1. The communication between Jerrold and Knowlton was not open and honest. 2. Knowlton possessed a lack of sincerity in expressing his concerns and insecurities with Jerrold.3. Jerrold's inability to communicate his vision and goals to Knowlton contributed to the tension. 4. Jerrold did not have an accurate assessment of Knowlton's work group due to Knowlton's divergence from the truth.5. Knowlton would have to address Jerrold's condescending interaction with the group during the first hint of discomfort among his subordinates. 6. Fester's inability to evaluate his tone and domineering attitude often undermined the abilities of his colleagues, and his strong sense of individualism perpetuated a hostile work environment. Diagnosis: Furthermore, there is a hint of cultural differences presented in the case study as Fester criticizes “the American emphasis on team ideas” (p. 459). As I mentioned above in the key issues, Knowlton's lack of leadership in dealing with the interaction between Fester and other subordinates contributed to the collapse of the team concept promoted by Knowlton. Additionally, the text explains behavioral problems that can occur in the workplace when an employee's self-esteem declines (the book describes these as procrastination, stress, conflict, and poor working conditions). This led to a lack of contributions from the group looking for the “photon correlative”. Regarding Jerrold's responsibility as a leader, he could have been more explicit in his vision for the organization and his expectations of his employees. Hellriegel & Slocum (2011) express the importance of leaders in managing the attitudes of “hope, job satisfaction and organizational commitment” as these are important for job performance. Therefore, Jerrold failed to communicate to Knowlton his vision for his team and Fester's role only to support Knowlton's overall success. This does not exempt Knowlton from communicating openly with his superior, but it could have reduced Knowlton's self-esteem