Takata, a Japanese supplier, makes many of the airbags used in nearly two dozen car brands in the United States. Over time, it was discovered that some of their airbags may spontaneously inflate, sending shrapnel into the car’s interior. Takata accepted fault in 2013, but claimed that only six makes were involved. However, a New York Times article in 2014 reported 139 injuries, including two deaths, from all automakers. And the problem has intensified in recent years, with a Consumer Report article in 2019 reporting 24 deaths and 300 injuries worldwide that can be linked to Takata airbags. At first, Takata said that its propellants were improperly handled and caused the airbags to burst. But later reports revealed long-standing propellant problems and unacceptable defect rates at some plants. The Times article alleged that Takata knew about the defects as early as 2004, conducted secret tests to understand the problem, and later destroyed the data and physical evidence. It took Takata four years to acknowledge the problem. Takata called the Times article inaccurate, but as of 2019, had recalled 41 million vehicles. … Now, Takata’s reputation has taken a hit. Think of yourself as a small crisis management team hired to help Takata restore its reputation.

Conduct an analysis of the problem, using the following blog post by Clifford Atiyeh and Rusty Blackwell in Car and Driver: “Massive Takata Airbag Recall: Everything You Need to Know, Including Full List of Affected Vehicles,” updated March 29, 2019:

https://www.caranddriver.comews/a14499263/massive-takata-airbag-recall-everything-you-needto-

know-including-full-list-of-affected-vehicles/

1. Identify the elements of this problem: the undesirable existing situation, goal, and obstacles.

2. Craft a clear discussion question to focus your problem-solving process.

3. Using Table 8.2 as your guide, evaluate Takata’s problem in terms of each characteristic:

Task difficulty: high, medium, or low? Why?

Solution multiplicity: high, medium, or low? Why?

Intrinsic interest: high, medium, or low? Why?

Member familiarity: high, medium, or low? Why?

Acceptance level: high, medium, or low? Why?

Data from Table 8.2

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TASK DIFFICULTY Adaptation for high difficulty: 1. Plan to meet often. 2. Use detailed problem mapping. 3. Include many subquestions to the problem-solving procedure. Form a detailed implementation plan, in writing. 4. SOLUTION MULTIPLICITY Adaptation for high multiplicity: 1. 2. Use brainstorming or one of its variations to generate many ideas. Use synectics or another creativity-enhancing technique to help members relax and be creative. 3. Leave plenty of time for generating ideas; don't rush the process. INTRINSIC INTEREST Adaptation for high interest: