Ice cream has a knack for comfort, trust, and pleasant moments. Yet, as you step into an ice cream establishment, the atmosphere shifts to metallic sounds, machine hums, moisture gathers on the chilled pipes, and water droplets sliding down the edges. This episode of Decisions at the Fulcrum explores the account of the 2015–2016 Blue Bell listeria outbreak, considering it as an enduring reminder of the significance of food safety and an in-depth case related to decision-making and communication. In terms of the latter, this case sheds light on what is taken into account inside organizations, what is neglected, and how legitimate questions as well as concerns fade into “background noise” up to the moment they result in catastrophe.  Utilizing Vigilant Interaction Theory (VIT), the episode explores four structured inquiries: problem definition, goals, alternatives, and tradeoffs. Addressing each shows how the comforting notion of “procedural tidiness” (quick closure, deferred acknowledgement of risk, frictionless consensus) can turn into an ineffective operating environment over time. Instead, VIT might suggest a different framework for avoiding a crisis situation like the one at Blue Bell. That involves consistent checkpoints, safeguards for dissent, and pathways for escalation of reporting concerns, ensuring that fast and frictionless consensus is not given priority.