Scenario: Sean has been working in his job for 20 years. He leads new product development at his company. process for deciding what product is best to take to market is intensive. He brings together a talente team and gathers input during the process. He always engages the team in identifying the criteria, alternatives and weighting the best alternative to determine the new product for that quarter. He actively guides the team through this process, ensuring all perspective are heard. They have had ma years of success! During his last new product development team meeting the CEO, Julie, decided to attend. Sean wat surprised when Julie started to participate in the meeting. She quickly took charge and changed the flow of the discussion. Sean had planned to have the team identify the criteria to measure the differ product ideas against, but Julie decided to move the conversation right to the product she wanted launched. Julie had even prepared a slide show presentation about why her particular product of choice would be best, but each slide was filled with lots of text and very hard to read. Sean tried many times to bring the conversation back to the team's usual way of working and startin with defining the criteria, but Julie kept derailing the discussion and was forceful in her opinions and directive with the team. Sean noticed the tension in the room increase and team members start to disengage. Sean finally called an end to the meeting, and everyone walked away frustrated and confused. Add rows if needed. Please be sure to bold all OB concepts throughout the chart. Symptom (s): Behaviours, situations that arise from the root problem and are mentioned in Root Cause/Problem: Identify minimum 3 OB concepts/topics that is the root problem the case. No Assumptions are to be made. Provide an explanation of how OB concepts connect to the root problem and symptoms. Bold all OB concepts.
Scenario: Sean has been working in his job for 20 years. He leads new product development at his company. process for deciding what product is best to take to market is intensive. He brings together a talente team and gathers input during the process. He always engages the team in identifying the criteria, alternatives and weighting the best alternative to determine the new product for that quarter. He actively guides the team through this process, ensuring all perspective are heard. They have had ma years of success! During his last new product development team meeting the CEO, Julie, decided to attend. Sean wat surprised when Julie started to participate in the meeting. She quickly took charge and changed the flow of the discussion. Sean had planned to have the team identify the criteria to measure the differ product ideas against, but Julie decided to move the conversation right to the product she wanted launched. Julie had even prepared a slide show presentation about why her particular product of choice would be best, but each slide was filled with lots of text and very hard to read. Sean tried many times to bring the conversation back to the team's usual way of working and startin with defining the criteria, but Julie kept derailing the discussion and was forceful in her opinions and directive with the team. Sean noticed the tension in the room increase and team members start to disengage. Sean finally called an end to the meeting, and everyone walked away frustrated and confused. Add rows if needed. Please be sure to bold all OB concepts throughout the chart. Symptom (s): Behaviours, situations that arise from the root problem and are mentioned in Root Cause/Problem: Identify minimum 3 OB concepts/topics that is the root problem the case. No Assumptions are to be made. Provide an explanation of how OB concepts connect to the root problem and symptoms. Bold all OB concepts.
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
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Transcribed Image Text:Scenario:
Sean has been working in his job for 20 years. He leads new product development at his company. His
process for deciding what product is best to take to market is intensive. He brings together a talented
team and gathers input during the process. He always engages the team in identifying the criteria,
alternatives and weighting the best alternative to determine the new product for that quarter. He
actively guides the team through this process, ensuring all perspective are heard. They have had many
years of success!
During his last new product development team meeting the CEO, Julie, decided to attend. Sean was
surprised when Julie started to participate in the meeting. She quickly took charge and changed the
flow of the discussion. Sean had planned to have the team identify the criteria to measure the different
product ideas against, but Julie decided to move the conversation right to the product she wanted
launched. Julie had even prepared a slide show presentation about why her particular product of
choice would be best, but each slide was filled with lots of text and very hard to read.
Sean tried many times to bring the conversation back to the team's usual way of working and starting
with defining the criteria, but Julie kept derailing the discussion and was forceful in her opinions and
directive with the team. Sean noticed the tension in the room increase and team members start to
disengage. Sean finally called an end to the meeting, and everyone walked away frustrated and
confused.
Add rows if needed. Please be sure to bold all OB concepts throughout the chart.
Root Cause/Problem:
Identify
minimum 3 OB
concepts/topics
that is the root problem
Symptom (s): Behaviours,
situations that arise
from the root problem and are
mentioned in
the case. No Assumptions are
to be made.
Provide an explanation of how OB
concepts connect to the root
problem and symptoms.
Bold all OB concepts.
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