Tim Keller

1) Summary of the case

* Keller's dilemma 

* What led to him arriving at the dilemma 

* The problems he'd faced as a junior consultant (associate) while working on his project or the    "competitive-dynamics model"-->whatever that is. 

* His background and experience in Cambodia--> ego affected, little influence, perhaps to some extent, feeling intimidated

* His personal expectations (or should I say aspirations) and demanding work conditions 

* His lack of knowledge and competency in the mobile communications sector of the telecom industry and in consulting put him in a less advantaged position--> seen as newbie,  work less credible to the others (at least in the beginning e.g. Anderson, a senior associate), had to work doubly hard for recognition in a new environment, e.g. difficulties in making meaningful contributions at project team meetings (perhaps others weren't receptive to a newbie's ideas and opinions)

* His personality e.g. self-conscious, egoistic, demanding, sceptic and highly wary (perhaps overly so), BUT has good work ethics: he resolves problems and conflicts, doesn't seem to dwell on them, tackle them head on e.g. not dwelling- able to put aside differences and work tgt with Anderson, also displayed a willingness to learn and humble himself despite having his ego hurt in this case, resolves problems- reached out for help when he contacted KPL people team to bring in new members to work for him when Sullo wasn't willing to cooperate, appears to be task-oriented and people-oriented, able to influence people to work for him or at least in his favour, thinks with logic rather than emotion helps him to see things from others perspectives (maybe), like with Kurtzman, enabling him to derive his expectations of him

* Uncooperative teammate like Sullo 

2) Should Keller attend the Sunday meeting or not? What are the pros and cons of attending and not going? Which is a better option in his case?  ...