9-Step Problem Solving Model
This paper discusses the effectiveness, challenges, and application of the 9-Step Problem Solving Model with respect to the scenario involving USAuto and AutoMex. The effectiveness of USAuto's attempt demonstrates the importance of correctly following each step of the model to obtain maximum success. Effectively applying the 9-step model shows faults that USAuto made during their initial problem-solving attempt. We also discuss challenges that USAuto dealt with during their negotiation with AutoMex, and what things to avoid in overcoming those challenges. Lastly we cover the application of the 9-step model in real-world situations, and compare it with events team members experience at work.
Effectiveness of the 9-Step Problem-Solving Model
Before study of the 9-Step problem-solving model, we initially thought USAuto completed thorough research into solving their problem. After we reviewed and applied the 9-step problem-solving model to this scenario, we learned that there were many holes in the research and problem-solving approach completed by USAuto. By applying the 9-step problem-solving model, we learned how to analyze and frame the right problem, identify a relevant problem statement, retrieve ideas from generic benchmarking techniques, and implement a viable set of solutions.
Our learning team realized that proper analysis, and framing the problem correctly, is the basis for the model. Without an initial proper analysis of the problem, implementation for an effective working solution is impossible. We found the initial step of the model most effective when we identified the facts without trying to reach a solution within a group atmosphere. Due to the different perspectives of various team members, the team identified different aspects of the problem, which in turn, helped to later identify alternative solutions to the problem.
Generic benchmarking on cross-cultural negotiations, co-branding, and researching on protecting intellectual property helped our learning team identify different strategies in the problem-solving approach for USAuto. Through generic benchmarking, our learning team discovered successes and mistakes that other companies and industries made that were similar to USAuto. From this research, and the knowledge gained from benchmarking, we approached the USAuto problem differently. For example, our team learned that USAuto did not properly research successful negotiation tactics or the proper establishment of a business relationship with a Mexican company. A couple of different approaches our team considered for the negotiation process includes proper establishment for a relationship with AutoMex (by learning more about the company and the employees), and to bring a Spanish speaking male company representative to conduct the negotiations.
If we draw a parallel between the Army Problem Solving Model (Process) and the Rapid Decision Making and Synchronization Process, which are in basic different methods, we can see a lot of similarities and equivalences.
Ms. Mason-Hagler's post brings up a very important topic about many doctors being nescient or apathetic to the limitations of subordinate staff. I have witnessed surgeons on occasion tell nurses and technicians to perform duties outside of their scope of practice for the simple convenience of saving time and the physician not having to do it themselves. A timorous nurse may find it difficult to confront a physician's orders since they are in a position of authority. However, nurses and subordinate staff have due diligence to the health and safety of the patient before a physician's order or hospital guidelines, policies and procedures. The six-step decision-making model is a beneficial tool for all nurses to follow whenever performing new or
Firstly, we can analyze that Canadians are individualism while Chinese are collectivism. Canada negotiators are more concerned with their sales over establish relationship with Chinese negotiators. They care ab...
Description: Students develop skills to workout solutions in a group to an imaginary or a real life business problem and develop a presentation project collating all these solutions. The media selected for the project would be on the basis of consensus by different groups. The final presentation using the selected media should show how...
Each system is a step-by-step process. Army problem solving has seven individual steps and normally completed in sequential order. While two steps (gather the information and develop the criteria) in Army problem solving are linked, they are still two separate steps. While conversely, the RDSP is a five-step process, it allows commanders to perform steps one and two concurrently or sequentially.
With a thorough situation analysis of the internal environment versus external environment and a SWOT matrix, a set of organizational objectives is created for the company to retrieve best result in resolving the issues and problems.
Upon completion of these assessments, the work place team is then formed, acquiring team members based upon the needs of the project, mission or goal of the team. The team then proceeds to learn about each other. In learning about one another, individual learning styles must be identified to gain an understanding of how to maximize team performance by capitalizing on team members' strengths via learning styl...
The importance of culture in International business today cannot be underestimated and it is imperative that attention is paid at strategic, organizational and the individual levels. The “Blue Ridge Spain” case elucidates these at all three levels. My analysis of this case is from the perspective of the Spanish corporation, Terralumen S.A. National culture is the shared implicit beliefs and tacit values that truly differentiate one cultural group from another. I will be using Geert Hofstede’s frame work to deconstruct this case into its separate dimensions.
For example, if an organization wants to build a Shared Vision for a project, it cannot be done without Team learning (conversations). This will begin by incorporating Systems Thinking to understand issues within the team. To top everything off, the team will need to understand assumptions and analyze whether the project is going to be worth it (Mental Models).
I can validate my team learning by having a colleague at my place of employment who can judge my accomplishments. They can conduct these judgments by using different levels of a rating scale from insufficient to outstanding. I will have to validate my mental model internally. By being open and honest with myself I will be able to accomplish this goal.
One of the major differences between America, Sweden, and Italy are the diverse beliefs that they each have about the best way for business to be conducted. The American representatives from Upjohn Pharmaceuticals believed that they would be able to head over to Sweden and approach the merger with a ‘command and control’ style, which implies that they went over there and automatically believed that their way was the best way and that they were in charge of the transaction, hence adopting a forceful and less considerate business tactic. This is almost completely opposite to the way that the Swedes and the Italians like to function, as their approach to the business environment is far more passive, and relationship oriented, it was therefore unlikely for the American businessmen to be successful in their methodology. This particular difference with relation to the typical business attitudes that all parties in this case bring to the table would have, and in fact did affect the way in which business was conducted. The Americans representing Upjohn automatically created a rift in the relationship with the Swedish and Italians from Pharmacia, due to the cavalier mind-set that they brought with them to Sweden, and this major difference between the cultures could easily have been avoided with a little bit of research.
Define the current situation - break down problem into component parts, identify major problem areas, develop a target improvement goal
Any negotiation challenges the parties involved in a variety of ways, but parties with conflicting interests face important additional difficulties when attempting to negotiate an agreement across culture lines. Not only will the difficulties arising from the known similarities and differences of opinion be more pronounced, but also unsuspected factors could easily enter the picture and condition perceptions of the situation. In cross-cultural negotiations, a reasonable second acknowledgment should be that the hidden factors that are always at work are more likely to interfere with reaching an agreement. It is especially important that this acknowledgment be understood to apply not only to the dynamics of interactions across the table, but those of individuals on the same side of the table. [At times, it may be tempting to attribute the outcomes of negotiations to a single variable (such as the culture or the relative power of a country).] The term culture has taken on many different meanings but basically it reflects the shared values. Culture affects negotiations in different ways. In this paper, we are going to discuss the American and Jap...
Problem-solution organization refers to the process of identifying a problem, analyzing it, coming up with a variety of possible viable solutions and finally choosing the best. Many organizations use either two or three organizational approach in problem solution organization. In two organizational format a problem as well as respective solution is outlined. In three organizational formats the problem, available solutions and the ideal solution are outlined. The problem-solution format is preferable for policy presentations in most organizations.
Taylor, J. and Ortega, D. The Application of Goldratt's Thinking Processes to problem Solving. Allied Academic international Conference. Las Vegas. 2003