Mini Case #3 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. They have had many years of success! During his last new product development team meeting the CEO, Julie, decided to attend. He was surprised when Julie started to participate in the meeting. She quickly took charge and changed the flow of the discussion. Sean was having the team identify the criteria to measure the different product ideas against and she moved the conversations right to the product she wanted launched. He tried many times to bring the conversation back to defining the criteria but she kept derailing the discussion and expressing the product she wanted launched. She was forceful in her opinions and directive with the team. Sean noticed the tension in the room increase and team members start to disengage. He sensed anger and frustration from the team. Sean finally called an end to the meeting and everyone walked away frustrated and confused