Assume you are the new CEO Richard Barry and Apply the 3-Step Problem-Solving Approach to chart a path forward for Tru Kids Brands.

Apply the 3-Step Problem-Solving Approach

Step 1

: Define the problem.

A. Look first at the Outcomes box of the Organizing Framework (Figure 16.12) to help identify the important problem(s) in this case.

Remember, a problem is a gap between a desired and a current state. State your problem as a gap and be sure to consider problems at

all three levels. If more than one desired outcome is not being accomplished, decide which one is most important and focus on it for

Steps 2 and 3.

B. Cases have key players, and problems are generally viewed from a player's perspective. You need to determine from whose perspective

employee, manager, team, or the organizationyou're defining the problem. As in other cases, whether you choose the individual or

organizational level in this case can make a difference. In this case you're asked to assume the role of new CEO Richard Barry.

C. Use details in the case to determine the key problem. Don't assume, infer, or create problems that are not explicitly included in the case itself. Only use what is provided in the case

D. To refine your choice, ask yourself,

why is this a problem?

Explaining why helps refine your thinking. Focus on topics in the current

chapter, because we generally select cases that illustrate concepts in the current chapter.

Step 2

: Identify causes. Using material from this chapter and summarized in the Organizing Framework, identify what are the causes of the

problem you identified in Step 1. Remember, causes tend to appear in either the Inputs or Processes boxes.

A. Start by looking at the Organizing Framework (Figure 16.12) and decide which person factors, if any, are most likely causes of the defined

problem. For each cause, explain why this is a cause of the problem. Asking

why

multiple times is more likely to lead you to root causes

of the problem. In this case, for instance, how do competitors factor in to your decisions? What about the value of the brand? Expertise of

leadership?

B. Follow the same process for the situation factors. For each ask yourself,

why is this a cause?

By asking why multiple times you are likely

to arrive at a complete and more accurate list of causes. Again, look to the Organizing Framework for this chapter for guidance. Did

particular policies or practices play a role?

C. Now consider the Processes box in the Organizing Framework. Are any processes at the individual, group/team, or organizational level

potential causes of your defined problem? For any process you consider, ask yourself,

why is this a cause?

Again, do this for several

iterations to arrive at the root causes.

D. To check the accuracy or appropriateness of the causes, be sure to map them onto the defined problem and confirm the link or cause

and effect connection.

Step 3

: Make your recommendations for solving the problem. Consider whether you want to resolve it, solve it, or dissolve it (see Section 1.5).

Which recommendation is desirable and feasible?

A. Given the causes you identified in Step 2, what are your best recommendations? Use material in the current chapter that best suits the

cause. Consider the OB in Action and Applying OB boxes, because these contain insights into what others have done.

B. Be sure to consider the Organizing Frameworkboth person and situation factorsas well as processes at different levels.

C. Create an action plan for implementing your recommendations and be sure your recommendations map onto the causes and resolve the problem