ArticlesBlog

Kinicki/Fugate: Organizational Behavior, 3-Stop Problem Solving

Kinicki/Fugate: Organizational Behavior, 3-Stop Problem Solving


I’m Mel Fugate the purpose of this video
is a follow-on to the one you saw related to the integrative framework so
what I’m going to demonstrate is how that integrative framework is integral to
the three stop problem-solving approach that we include in this product our
three stop approach no surprise has three components stop one is to define
the problem stop two is to use OB to identify the
underlying causes of those that problem or problems and then step three is to
generate recommendations based on those causes again using your OB knowledge
concepts theories tools so to illustrate going to give you a scenario so assume
that you’re a valued junior employee in your department and you’re thinking of
quitting so common scenario but there’s another important point that is is that
many other talented junior employees quit your department in the past couple
years so that’s the scenario let’s move to stop one so stop one we need to
define the problem so as this scenario lays out turnover is a problem turn over all by itself isn’t
necessarily necessarily a problem so for example if you have low
performing employees quit or Deadwood great frankly you’re probably better off
if they quit however in this scenario the fact is is that you have junior
talented employees that continue to leave so you have a pattern of this and
so there is the problem turnover of talented junior employees that frankly
is impeding the ability of your department to meet its own goals and
objectives so that stop one you’ve defined the problem then move on to stop two
stop two is to identify the causes using the OB concepts and tools learned in the
chapter that you’re working so i’m going to outline three potential causes those
potential causes you’ll see map right onto the integrative framework that
Angelo described in the previous video potential cause number one is that the
individual level and if it is at the individual level we identified a couple
possibilities so one is is perhaps the the jobs available to your junior
employees frankly aren’t fulfilling their values the things that they seek or want most
from their job and from their employer a second possibility is they can have low
job satisfaction simple as that then we move to potential cause number
two and again we rely on the integrative framework remember in the input box we
have both individual factors and environmental characteristics so
potential cause number two let’s look at environmental characteristics so an
obvious one could be or common certainly is a poor relationship with
your boss but anybody that’s worked anywhere for any period of time knows
that a bad relationship with your boss can motivate you to quit or look for
other alternatives at least and then another potential cause on an environmental
level is political culture so intensely political culture of course can be
poisonous and cause people to quit in mass or certainly over time as
described in the scenario now potential cause number 3 again referring to the
integrative framework processes so one possibility is that you have unfair
leader behavior so if your if your boss or leader treat you unfairly compared
to say senior employees you know favors the most senior people no surprise then
perhaps that your junior employees are leaving and then finally could also have
faulty performance management practices whereas hey rewards and recognition
just that are distributed unfairly so there and stop two we’ve used OB concepts
and tools theories to identify potential causes now let’s move to stop 3 which so
we define the problem we’ve identified the causes well now it’s time to do something about
it so stop three is to generate recommendations those recommendations
need to map onto the causes and certainly refer back to the original
problem that you defined in stop one recommendation one relates to the person
factors so one thing we could do is provide projects to your junior
employees than those that have elements that helped fulfill their values the
things that they want most from their jobs and from their employer the next
recommendation at the person factor level is to assign motivating projects
what we mean by motivating as ala Hertzberg right so motivator hygiene and
to assign projects that have those sorts of elements or characteristics in those
jobs now this moves to recommendations aimed at the environmental level so one
there is to improve LMX or leader member exchange to improve those relationships
between managers and their junior employees certainly training could be a
good means for doing that then another recommendation and again these are
mapping onto the causes we identified earlier which is to stop rewarding
political behavior we know if we reinforce it rewarded likely to continue therefore it would make sense to
identify those political behaviours and stop rewarding them now move to
recommendation number three which maps maps onto our potential cause number
three which is the focus on processes so if you recall from the integrative
framework of processes are part of the system’s foundation right inputs
processes outputs so in here we have our recommendation is to improve the
performance management system so with that we’ve worked through the three stop
process define the problem use OB concepts tools theories and skills to
identify the causes and then to create recommendations that map onto those

Comment here