Terracog Global Positioning System : conflict and communication on project Aerial.
Problem essay :
Position statement: From the outset of the case it appears that determination of price point is the sole bone of contention between various players. However, a deeper analysis shows that the problem is beyond determination of the price point. According to my point of view the root cause of all the conflicts within Terracog is the lack of leadership, effective communication and vision and inter-groups conflicts. Lack of leadership is evident from the role the president , Richard Fiero. He was persuaded into making the decision by the sales Vice President Ed Pryor. Richard Fiero went ahead and took the decision based on only one source of information – Sales. He did not consult the other important players – Production and Design and Development. This shows his sheer lack of leadership skills. Before announcing the decision he should have consulted these important groups and come out with a consensus. The case shows Richard in a reactive mode. He thinks he can force the price he wants from Tony Barren. This is not what a leader should do. Further he clearly does not take help from Harold Whisler. As evident from Exhibit 2 Harold is a co-founder of Terracog and comes with thirty one odd years of experience. Harold also has a sound engineering background and in the past has contributed significantly to Terracog’s key sonar equipment products in 1980s. The president clearly chooses to ignore Harold’s opinions. The last meeting shows that Harold is not given a chance to speak. He speaks only twice and is cut off both times by the more aggressive CFO Becky Timmons. As a leader Richard should have been present in the meeting and listened to Harold’s important points. Further the entire project has been delegated to Emma Richardson. Emma has only two months of experience in