Terracog Global Positioning System: Conflict and Communication on Project Aerial

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TerraCog Global Positioning System: Conflict and Communication on project Aerial - Mayank Shah Background and Critical Issues: TerraCog is a privately held company specializing in high-quality Global Positioning Systems (GPS) and fishing sonar equipment. The company has a strong customer base of serious outdoor enthusiasts who value the durability and value-added features of TerraCog’s GPS units. In spring 2007, the company embarked on a project to enhance their high-quality GPS handheld with satellite imagery; the project was named Project Aerial. The decision to develop the new enhancement resulted from increased customer demand, and lost market share to competitor Posthaste, who in October 2006, introduced BirdsI,…show more content…
Although there are varying degrees of input and information supplied by the group members, the decision making process is going too slow and a lot of time is spent meeting to discuss the available options. In addition, it doesn’t appear to be clear who is responsible for making the decision on the price. Ed Pryor, from Sales, seems to be driving and dominating the option for more reduced costs. He is adamant about not trying to sell the product if the costs and price are not lowered. On the other hand, Tony Barren, from Production, the CFO, and Allen Roth from Design, all seems to agree that costs are as low as they are going to get. Emma is attempting to facilitate a type of brainstorming technique but it is failing because there is a lot of criticism. This is also affecting the efficiency of the group because it is blocking the thought process of the members and they cannot come up with creative ideas on how to solve the price problem and reach a consensus. Taking a step back, it helps to analyze the status and norms of groups to help understand how these form the foundation for group interaction and group decision making. Status and group norm are two group properties that are important in understanding employee behavior in groups. Status has been shown to have some interesting effects on the power of norms and pressures to conform.
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