TerraCog is experiencing many tensions that are causing the company to suffer. The company has an unstable management team that lacks real leadership, there are no clear departmental or individual goals, the group structure is lacking, the team has no decision-making process and there are many team conflicts that lack negotiation. Richard Fiero, president of TerraCog since 1985, does not realize all the tensions that his management team causes in the company. Fiero has tasked a new vice president, Emma Richardson, to lead the Aerial project which includes a change in decision-making. The absence of the president and management within the design, development and sales department is evident. Since Emma is tasked with changing the decision-making process, where are Fiero and Whistler in this transformation? According to Kotter (2001): “They don’t make plans; they don't solve problems; they don't even organize people. What leaders really do is prepare organizations for change and help them cope with it. This organization does not have a clearly defined decision-making process – Emma is trying to reach consensus with each functional area. It's difficult when the team only cares about its functional areas and decision-making decisions. Leadership teams exhibit silo syndrome – concerned only with their function/divisions. A team is the only way to bring together the knowledge and breadth needed to accomplish TerraCog's complex tasks. Does Emma really have a team here? I would say there is a lack of group structure. According to Gratton and Erickson (2007), “the 8 factors that lead to success are: 1) “Invest in signature relational practices” – the team has conflict and lack of communication in the pre-launch meeting; 2)...... middle of paper ......Greg Laurie. Carol Stream: Tyndale House Publishers, Inc., 2006. Karlgaard, Rich (2004). Peter Drucker on leadership. Forbes.com, Inc. Kotter, John P. (2001). What do leaders actually do? Harvard Business Review. Kotter, John P. (2007). “Driving Change: Why Transformation Efforts Fail.” » Harvard Business Review Macmillan, Pat (2010). Building high-performance teams. Retrieved from Blackboard CourseDocuments. Martin, Roger (2007). How successful leaders think. Harvard Business Review. Hbr.orgPatrick, Lincioni, The Table Group, A Patrick Lencioni CompanyNorthouse, Peter G. Leadership Theory and Practice. Ed. Fifth edition. Thousand Oaks, CA: Sage Publications Inc, 2010. Rogers, P. and Blenko, M. “Who's got the D? » Harvard Business Review (2006). Vermeulen, Freek, Puranam, Phanish and Gulait, Ranjay. “Change for the sake of change.” Harvard Business Review (2010).