> And this may come across as fairly, you know, weak, but we're trying to encourage people to talk about their priorities. And kind of raise a hand when they feel like the projects that have been put on them are too much. So that's, the honest is really on the manager to figure that out. But it's also on the employee to basically raise a flag and say, look, this is a little bit too much. And that's not met with any kind of combination or, you know, repercussion. It's just like, actually that's a good thing, thank you for bringing that up. Let's do that again. when you get more granular and you look at certain areas. So and those are the spots we're going to really work on improving. » Okay, great. > Saying that we're more efficient than our competitors is a bit of speculation. I don't know their books, I don't see their books. But I know that we are able to beat their prices by five percent. So the fact that we're able to do that and stay in business tells me we're doing something right. > Right now like although Nathan's trying to like lead us and direct us, it would be really awesome to have a creative director, It would make sense to have someone creative driven with great organizational skills that, you know, maybe not be an expert in every field but really understand how important each field is. So that they would process all the requests that come into our department and be able to be like, all right, this one's obviously the most important. This one's going to take more time. Questions: 1. (a) What organizational dilemma was hurting Evo's ereative output? » Learning how to make the creative process more of a group reality has been a challenge. And I think that's somewhere that we continually need to work on. (b) How did management resolve the problem using teams? 2. (a) Describe the "norming" stage. > Yeah, so we went through and talked about upcoming promotions. Both e mail promotions and website promotions. And it talked about who needs to deliver what by when to make sure. (b) How might Nathan Decker lead effectively as the team starts "norming"? 3. (a) What are the facetors that affeet group performance? >If you're excited about a, you know, a market opportunity or a new concept or something that you think has legs, then identify that concept. You know, think about the right kind of people and the right kind of talent you need in the room to execute on a good plan. And then build that team. I mean, at the end of the day it's going to come down to the team of people. I mean, if, there's, I don't know one person that brings everything to the table and can the whole show. It just doesn't happen. You need to really understand what are you really good at? What gets you excited? What are you passionate about? And then make sure that you're bringing in kind of the right group of people to augment kind of what you're up to and then that's when you're able to really build something cool. (b) Relate these factors to Evo. » The sizing is kind of finicky when you get down to the youth sizing. » We have like a marketing kind of e-commerce department. We have a customer care team to take care of customers. We have a buying team that manages all of our inventory. We have an IT team that supports all the different needs of the business which are very diverse. And then we have a store staff that kind of meets the needs here locally. So, yeah, I mean, I think generally if you look at the buckets of, you know, the different areas of responsibility, they're pretty well defined to achieve a lot of our objectives. But there are paying points