Systematizing Problem-Solving Within Organizations Thesis

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A systematic plan must be created to address a multilayered problem. Of course, there are certain things that are impossible to change -- like the recession, for example. But it is necessary to deal with the problems of the larger economy, even if the organization's previous policies did not contribute to the slump. Cutting back on ineffective television and radio advertisements, and focusing on marketing to young people through new media outlets, like the Internet and text messages are one way to use productive resources more effectively.

The fifth step is to plan and execute the solution -- something that is easier said than done. But it is important to remember that "even the best solution is doomed to fail if its implementation isn't carefully planned and executed" (Cochran 2002). A new incentive plan to lure teens with, for example, 'rewards points' on a discount card will convey little value and not achieve desired results if the sales staff is not encouraged to promote the product. Furthermore, the solution must be 'sold' to the stakeholders to ensure that these individuals have enthusiasm and believe in the new program -- without this sense of belief and conviction the part of the members, the solution cannot be fully realized.

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Sixth, there must be some 'quality control' to verify the effectiveness of the new strategy, such as using consumer surveys and charting sales figures before and after the implementation of the reforms. Deploying different methods of measuring results is especially important if a variety of changes are introduced at the same time. If a new line of clothing is introduced that is more fashion-forward, along with a rewards program and a new approach to in-store sales, all resulting in a sales increase, interviewing and surveying customers will give a hint as to what strategy was most effective, or if all strategies were equally effective only if deployed together. Of course: "If a customer doesn't perceive an improvement, then there is no improvement" (Cochran 2002).

The final step, which, much like the first step, is to "communicate and congratulate," the winning team (Corcoran 2001). "People who successfully contribute to problem-solving efforts should be recognized for their work. Congratulations should be dignified, public and carried out by top management" (Corcoran 2001).Continuous improvement of company processes is always the goal. If people who are part of the solution do not feel valued, they will not continue to offer innovative ideas and to enthusiastically implement organizational changes.

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