Chattanooga Ice Cream Case Study 
Chattanooga Case Analysis
Stacy Kelley
Jack Welch Management Institute
Dr. Denis P. Tocci
JWMI 510
November 16, 2014
Abstract
This analysis will apply my understanding of the Chattanooga Ice Cream (CIC) case and will describe how I would apply the concepts and principles learned so far in JWMI 510, Leadership in the 21st Century. A review of the team dysfunction and how the President and General Manager, Charlie Moore, contributed to that dysfunction will be shared. This case study will also cover what the CIC management team could do better to understand the perspectives of each other and their boss. Specific recommendations will be made regarding what Moore should do to aid his team to work together and to resolve conflicts more effectively. Introduction
CIC, Incorporated is a wholly owned subsidiary of Chattanooga Food Corporation (CFC) and is a family controlled enterprise. Charlie Moore is currently the President and General Manager of the Ice Cream Division. Primary customers are supermarkets and related food chains. CIC is known for the mid-priced basic ice cream products it provides. The last four years have shown flat sales and declining profitability. The most recent blow comes as the third largest customer, Stay & Shop, has decided to replace CIC products in all of its southeast region supermarkets with Sealtest products. Moore and his management team must decide what to do to turn this situation around.
CIC Management Team Dysfunction
The CIC Management Team clearly meets the criteria for the five dysfunctions of a team (Lencioni, 2002). These dysfunctions are:
1-Absence of Trust
2-Fear of Conflict
3-Lack of Commitment
4-Avoidance of Accountability
5-Inattention to results
The absence of trust is obvious in how the individuals are defensive, appear to be protecting themselves and their interests only and are not comfortable with being vulnerable with their peers.
While there is conflict present in the group, it appears to
Stacy Kelley
Jack Welch Management Institute
Dr. Denis P. Tocci
JWMI 510
November 16, 2014
Abstract
This analysis will apply my understanding of the Chattanooga Ice Cream (CIC) case and will describe how I would apply the concepts and principles learned so far in JWMI 510, Leadership in the 21st Century. A review of the team dysfunction and how the President and General Manager, Charlie Moore, contributed to that dysfunction will be shared. This case study will also cover what the CIC management team could do better to understand the perspectives of each other and their boss. Specific recommendations will be made regarding what Moore should do to aid his team to work together and to resolve conflicts more effectively. Introduction
CIC, Incorporated is a wholly owned subsidiary of Chattanooga Food Corporation (CFC) and is a family controlled enterprise. Charlie Moore is currently the President and General Manager of the Ice Cream Division. Primary customers are supermarkets and related food chains. CIC is known for the mid-priced basic ice cream products it provides. The last four years have shown flat sales and declining profitability. The most recent blow comes as the third largest customer, Stay & Shop, has decided to replace CIC products in all of its southeast region supermarkets with Sealtest products. Moore and his management team must decide what to do to turn this situation around.
CIC Management Team Dysfunction
The CIC Management Team clearly meets the criteria for the five dysfunctions of a team (Lencioni, 2002). These dysfunctions are:
1-Absence of Trust
2-Fear of Conflict
3-Lack of Commitment
4-Avoidance of Accountability
5-Inattention to results
The absence of trust is obvious in how the individuals are defensive, appear to be protecting themselves and their interests only and are not comfortable with being vulnerable with their peers.
While there is conflict present in the group, it appears to
References: - Sloan, Carl (1997) -Lencioni, Patrick (2002). The Five Dysfunctions of a Team. San Francisco, CA: Jossey-Bass. -Baker, Charles F. (2014, September). Aesop’s Fable-The Fox and the Cat. Faces, Volume 31 (Issue 1), pp. 42-45. -Gonos, Jaroslov and Gallow, Peter -Goleman (2000, April-March), Leadership that gets results, JWMI 510 Week 3 Reading, Harvard Business Review. -Thomas, Kenneth and Kilmann, Ralph (1974, 2002, & 2007). Thomas-Kilmann Conflict Mode Instrument (TKI). - Welch, Jack (2005), Winning -DiSC Assessment (2014). JWMI 510, Leadership in the 21st Century -Stallworth Williams, Linda (2008) - Team Charter, JWMI510 Week 4 Readings (2014) -Horn, Paul (2014, May). Branding, Vision Statements and Core Values-What’s the Connection?, ESOP Report, pp. 3-6. -Six, Frederique and Sorge, Arndt (2008, July). Creating a High Trust Organization: An Exploration Into Organizational Policies that Stimulate Interpersonal Trust Building, 45:5. - Smith, Michael & Erwin, James (2014). Role & Responsibility Charting, http://mail.pmicie.org/images/downloads/raci_r_web3_1.pdf Appendix A – 11/17/2014