Terracog Case Analysis
TerraCog Case Analysis
Part 1 Analysis
The situation of dysfunction during meetings in TerraCog is obvious. Both the participants and the facilitator don’t play professional in the meetings and they don’t have necessary communication with others before the meeting. All these poor performances make all meetings which are described in the case study has very low efficiency and cause so much negative emotion amount team members.
Primary and secondary tensions
Primary tension comes from the unfamiliarity with task or the other group members; one conversation on page 4 of the case study shows how it happens. We see this conversation between Cory Wu and Alice Gorga. C: those cost estimates are surprisingly high…It doesn’t seem justified that the cost should come out as you say. A: I’m not sure, Cory. Those costs look realistic; given how my team upgraded the hardware.
Cory is the Software & Firmware Design Manager, Alice is the Hardware Design Manager, and they both belong to the Design & Development department. These two people suppose to have enough communication and enough understanding of each other’s job, but they don’t. Through the conversation, we see Cory was surprised by Barren’s cost estimation, he think they are too high. And we know from his speaking that his judgment is only based on his Software design team but ignored the fact that Alice’s team made a lot changes on the design.
And the disagreement which is the main content of secondary tension can be found everywhere in their meetings. They don’t agree each other’s plan and idea, they distrust each other’s judgment and we can even see they come to the meeting with different purpose and goal.
Communication style
Within the case study there’re not enough conversations that we can use for guessing these people’s communication style. But some of these people’s communication skill unquestionable contributes to the dysfunctional meeting culture.
Ed Pryor, the VP of Sales, he don’t really
Part 1 Analysis
The situation of dysfunction during meetings in TerraCog is obvious. Both the participants and the facilitator don’t play professional in the meetings and they don’t have necessary communication with others before the meeting. All these poor performances make all meetings which are described in the case study has very low efficiency and cause so much negative emotion amount team members.
Primary and secondary tensions
Primary tension comes from the unfamiliarity with task or the other group members; one conversation on page 4 of the case study shows how it happens. We see this conversation between Cory Wu and Alice Gorga. C: those cost estimates are surprisingly high…It doesn’t seem justified that the cost should come out as you say. A: I’m not sure, Cory. Those costs look realistic; given how my team upgraded the hardware.
Cory is the Software & Firmware Design Manager, Alice is the Hardware Design Manager, and they both belong to the Design & Development department. These two people suppose to have enough communication and enough understanding of each other’s job, but they don’t. Through the conversation, we see Cory was surprised by Barren’s cost estimation, he think they are too high. And we know from his speaking that his judgment is only based on his Software design team but ignored the fact that Alice’s team made a lot changes on the design.
And the disagreement which is the main content of secondary tension can be found everywhere in their meetings. They don’t agree each other’s plan and idea, they distrust each other’s judgment and we can even see they come to the meeting with different purpose and goal.
Communication style
Within the case study there’re not enough conversations that we can use for guessing these people’s communication style. But some of these people’s communication skill unquestionable contributes to the dysfunctional meeting culture.
Ed Pryor, the VP of Sales, he don’t really