Problem-Solving Aid

STEP 1: Describe the Situation

Before identifying the issues and opportunities in the scenario, examine the Mind Map and read the text materials carefully identifying the concepts on the map. Write several introductory paragraphs identifying the key course concepts and theories that are illustrated in the scenario and note why they are important (do remember to cite your references to the text and/or selected readings). Then describe how the situation at the subject organization reflects these concepts and theories as related to the issues and opportunities the organization in the scenario is facing.

When identifying conflicts, start by comparing and contrasting the interests, rights and values of the different key stakeholders. One must consider ethical dilemmas. A good way to do this is to think about how the values of the different stakeholders compete with each other. Some values to consider might be social responsibility, integrity, accountability, fairness, respect, and honesty, among others.

STEP 2: Frame the "Right" Problem

The problem must be broadly stated so that it will lead to many possibilities, and must be one where there can be no single answer.

A litmus test for a problem statement:

1. It should be short and easily understood (25 words or less).

2. It should be about realizing opportunities.

3. It shouldn't have a solution or suggest a specific tacticÐ'--it should lend itself to many solutions.

One way to begin to think about how to craft a problem statement is to think about what the organization aspires to be and the major challenge it must overcome to achieve that vision. Ask:

a. What does the organization aspire to be?

b. What is the range of opportunities that will help to achieve the vision?

The organization will ___(a)___ by ___(b)___.

STEP 3: Describe the "End-State" Goals

The end-state goals are really how the organization will know it has achieved what it wants to achieve.

What does the ideal future end state look like?

What are the goals that define it?

STEP 4: Identify the Alternatives

Do my possible solutions support my problem statement? Have I thought about how I might be able to combine several into a blended solution?

When creating alternatives:

Ð'* Identify the alternative using generic benchmarking.

Ð'* Make sure the findings are company specific.

Ð'* Validate the alternative with the generic benchmarking findings you used to create the alternative.

Benchmarking Analysis: The A-B-C approach

a. Summarize/paraphrase the benchmarking findings. Include the relevant citations expected in all scholarly research.

b. Explain the relevance of this benchmarking to the company in the scenario.

c. Identify a specific solution that you can detail for the company in the scenario, based on this finding.

STEP 5: Evaluate the Alternatives:

Seldom is there a single "best solution." Second-tier alternatives integrate the best of various alternatives into a "second-order" or "second-tier" alternative.

When evaluating alternatives, ask:

Ð'* How does each alternative meet the end-state goals?

Ð'* What scoring system should I use? (See Table 3 in the Problem Solution Template)

Ð'* Are there goals which, if not met, would eliminate the solution?

Ð'* What are my assumptions and constraints?

Ð'* What are some best-case solutions?

Eliminate all but the best two or three solutions.

STEP 6: Identify and Assess Risks

In this step, the two or three possible solutions are each evaluated to identify potential risks and negative consequences. If the risks or negative consequences are severe enough, a solution might be eliminated from consideration. For the solutions that remain, the following question is then asked: How do we address or mitigate these risks? Techniques

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