discussion help reframing organizational problem.

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Running head: REFRAMING A PROBLEM

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REFRAMING A PROBLEM

Reframing a problem

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Reframing a problem

In week two, the identified problem was that Cosentino S.A., the building material company was battling with the challenge of its inability to attract and retain talented employees. In this week's discussion, the focus shifts to identifying the potential obstacles that may be encountered while reframing this problem. That said the reframing of this problem continues as follows.

Apparently, one the potential obstacles in reframing the organization's problem is the possibility of reacting impulsively. This is a potential obstacle because generally, human beings have an instinctive mentality to act fast so as to solve the problem at hand. This is to say that we might tend to pinpoint obvious yet superficial factors, which means that there is a high possibility to fail in reviewing some influential factors. This is also to say that there is a possibility of addressing the symptoms of the problem when the right approach should be to understand the situation at hand before attempting to find a solution to it. This urge to react impulsively might be a huge obstacle because good innovative solution requires a deep understanding of the problem. In this regard, it will take restraint and insight to avoid impulsive reaction.

The other potential problem to reframing this problem is that "egos might get in the way of finding innovative solution" (Carlson, 1996). When individuals focus on themselves, their egos, and asserting themselves over others, this means they will face issues working together as a productive group. In this regard, perhaps the best practice is to allow every team player to present their views feelings, experiences, and thoughts so that there is a more holistic approach to the problem at hand. This is to say that individuals should not allow their egos to get in the way of solving the problem at hand.

Another potential obstacle is groupthink. This is a situation where the "desire for conformity will lead to a dysfunctional outcome in decision making" (Bolman, 2003). In other words, groupthink is dangers in reframing a problem because it means an innovative solution will not be created. Perhaps the best practice is to for team managers to create a safe environment where those brainstorming can freely express themselves without developing the feeling that they are targeted.

References

Bolman, L. G. (2003). Reframing Organizations. New York: John Wiley & Sons, Ltd.

Carlson, R. V. (1996). Reframing & reform: Perspectives on organization, leadership, and school change. White Plains, NY: Longman.