Dysfunctional Meeting Culture Analysis

Register to read the introduction… The first factor is my previous statement, the malfunction of the role of the facilitator. The second factor is the seats of the Resumption of Pre-Launch Meeting. In the meeting, inappropriate seats may aggravate the conflict between both sides. In the seats of the resumption meeting, on one hand, Emma Richardson as the facilitator sat in a wrong place, instead, she should sit in the middle of both sides. In this seat, she can observe the situation of meeting more easily, and it was convenient for her the ask questions to both sides. On the other hand, Tony Barren and Allen Roth should sit in the same side, and Ed Pryor and Cory Wu should sit at the other side. Finally, I think the appropriate facilitator of the third meeting should be Richard Fiero, the President of TerraCog. Because Emma Richard seemed to can’t control the situation in the Aerial Pre-Launch Meeting, and in the resumption meeting, the facilitator and mediator should be the people in a higher position: Richard …show more content…
One approach is one-to-one debate. Now Ed Pryor, the vice president of sales represents the voice of sales, however, there are different voice in the department of design and production. For example, Cory Wu, manager of software and firmware design also thinks the cost of producing the new product is too high. Also, Alice Gorga was absent the last meeting, and I do not know his attitude about the problem. Therefore, I think an important step is integrating the opinions inside the party of design and production as the one voice. Particularly, Harold Whistler should play a key role in this job because he is in charge of the design and production department. First he should unify the views inside the group, and then I think Fiero should communicate with him to learn about the idea of the production department. That is the right step to gathering and processing the right