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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 teams 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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