how your team would use the Taskforce Plan to work through the scenario Scenario 1 (low performing team member absence of trust ) The team is struggling with consistent communication specifically, one team member is deficient in utilizing technology Their attendance at team meetings is unreliable, and although the meetings are recorded, this team member is consistently out of step with the rest of the team in terms of information flow Unwilling to ask for help, or be vulnerable, this team member is afraid of admitting their mistakes resulting in the absence of trust The task force plan Executive Summary In summary, a comprehensive strategy that includes technology innovation, data driven decision making, strategic partnerships, financial readiness, regulatory compliance, and qualified staff is needed to manage supply chain disruptions Organizations may improve their resilience and reactivity in uncertainty by providing crisis management teams with the necessary tools, techniques, and resources Building a solid crisis management framework requires investing in cutting edge technology, cultivating enduring bonds with partners and suppliers, preserving financial flexibility, guaranteeing regulatory compliance, and giving team members opportunities for training and growth Organizations may protect their operations in an increasingly complex and dynamic business environment and lessen the effect of supply chain interruptions with early planning and proactive solutions Introduction Disruptions to the supply chain present severe problems for firms throughout the globe in the modern, globalized economy Crisis management teams must be well prepared with various tools, techniques, and resources to handle these obstacles This executive summary thoroughly examines the resources the supply chain disruptions crisis management team needs to function effectively and morally worldwide Establishing a Task Force It takes careful preparation and analysis of organizational structure, purpose, membership, and governance to establish a task force to manage supply chain disruptions The task force must comprehend its shared objectives, including advocacy or service oriented goals, and the extent of its duties Age, neighborhood setting, and organizational size influence the task force's composition and organization The task force can efficiently and cohesively address supply chain disruptions by resolving essential questions and creating clear bylaws guiding its operations Resources Advanced technologies and comprehensive data analytics enhance supply chain robustness and responsiveness The crisis management team must invest in cutting edge technologies such as IoT devices, supply chain management software, and predictive analytics These tools provide real time visibility and control, enabling proactive decision making and risk management Predictive analytics and AI algorithms analyze large datasets to identify potential disruptions and suggest preventive measures IoT devices monitor the location and condition of goods, allowing for immediate intervention if necessary and criteria are unmet Effective risk mitigation relies on access to extensive data and analytics The team must ensure relevant data is available in real time and use advanced tools to identify vulnerabilities and predict future disruptions This involves automated data streams, centralized data repositories, and interactive dashboards Regular risk assessments and scenario analyses help develop contingency plans Building solid relationships with suppliers and logistics partners is crucial for resilience The team should focus on strategic alliances, clear performance standards, transparent communication, and flexible contracts Financial preparedness is also essential, with emergency funds for unexpected costs and insurance for disruptions Managing financial resources carefully helps mitigate the impact of disruptions and maintain business continuity Navigating regulatory requirements and ensuring compliance with international trade laws are critical, necessitating access to legal expertise and compliance management tools Training Effective crisis response depends on the crisis management team having the requisite abilities and information Team members can be equipped with the skills necessary to work together effectively and face obstacles with moral rectitude and professionalism by attending training sessions emphasizing problem solving strategies, cultural sensitivity, and virtuous leadership Virtuous leadership development climate of trust and integrity within the team by offering a framework for moral decision making and organizational performance Cultural intelligence training promotes comprehension and cooperation by improving the team's capacity to function well in various cultural circumstances Team members who receive problem solving training can better analyze complicated problems, find the sources of problems, and put practical solutions in place Organizations may flexible and resilient crisis management team to handle supply chain disruptions by investing in training and development Establishing a Task Force When establishing a Task Force, there are questions that need to be answered to provide the members with a firm foundation and a roadmap to success These questions should be discussed before deciding who will be on the team Jenette Nagy shares the questions in Chapter 9 of Community Toolbox that can help this journey What is your shared purpose How broad is it Groups with broader purposes often have more complicated structures, complete with many layers and parts, than groups with narrow purposes Is your group advocacy oriented or service oriented Service organizations often use a top down, one person in charge structure than advocacy based groups Is your organization more centralized (e g , through the work of a specific agency) or decentralized (e g , different neighborhoods working independently on the same problem) A decentralized group might find a top down structure inappropriate, as a group often has several peers working together on an issue How large is your organization How large do you envision it becoming A tiny organization may remain relatively informal, while a community wide group may require a more formal structure A related question, with similar consequences, is How large is the community in which you work How old is your organization How long do you envision it lasting A group formed to resolve a single issue might not need a formal structure At the same time, an organization with long term goals may want something more concrete, with more explicit divisional responsibilities and authority Is the organization entirely volunteer, or are there (or will there be) paid staff How many An organization with many paid staff members may find it more necessary to have people in charge, as there are generally more rules and responsibilities for paid staff members Thus, there must be more supervision in carrying out these roles Should yours be a new organization or part of an existing structure Do you need to form a new structure, or is it better to work within existing structures Sometimes, your goals may be better met if you are part of (or linked with) another organization (Nagy,n d ) These questions focus on developing strategic plans and organizational structures in building community (Nagy, n d ), but these questions can guide you to a more effective and virtuous task force The only thing that will be different is your tackling problems The task force will also need the rules governing them, such as bylaws LinkedIn states, Bylaws govern the internal affairs of a company, outlining its structure, procedures, and the rights and responsibilities of its members (2023) Below is LinkedIn's Structure of Bylaws A well structured set of bylaws should encompass critical components that provide clarity and guidance for the company's internal operations Here are the main sections commonly found in bylaws Introduction The introduction section identifies the company's name, its legal form (e g , corporation, LLC), and the date of adoption or amendment Purpose This section outlines the company's purpose, mission, and objectives, providing a clear understanding of its core activities and goals Membership The membership section defines the qualifications, rights, and responsibilities of the company's members, including shareholders and other designated categories Officers and Directors Bylaws typically outline the roles and responsibilities of officers and directors, including their appointment and removal processes, terms of office, and decision making authority Meetings This section covers the procedures for convening and conducting meetings, including notice requirements, quorum, voting rights, and the handling of proxies Committees If the company establishes committees, such as an executive committee or an audit committee, the bylaws specify their composition, powers, and responsibilities Finances Bylaws may address financial matters, such as the company's fiscal year, accounting practices, handling of financial records, and the appointment of auditors Amendments This section outlines the process for amending the bylaws, including the required majority vote or any other procedural requirements (2023) Resources that the supply chain disruptions crisis management team needs to function virtuously, globally, and efficiently Advanced Technology and Tools Action Steps Implement Supply Chain Management Software Invest in an integrated supply chain management system that provides control and real time insight across the whole chain The protocol ensures that all pertinent data is accurately submitted, trains users to optimum utilization, and regularly updates and maintains the program (Ivanov et al , 2020) Utilize Predictive Analytics and AI Create prediction models toidentify potential disruptions and provide preventative measures The protocol is to incorporate predictive insights into decision making processes, evaluate model outputs using historical data, and continuously monitor and analyze data inputs (Wang et al , 2016) Deploy IoT and Sensors Install IoT devices tomonitor the location and state of items as they move through the supply chain The protocol regularly maintains IoT devices, sets automated alarms for departures from expected parameters, and guarantees data security and integrity (Ivanov et al , 2020) Comprehensive Data and Analytics Action Steps Ensure Real time Data Access Install technologies thatfacilitate real time data collection, analysis, and ongoing monitoring of supply chain metrics The protocol is tocreate a centralized data repository, configure data streams that are automatically updated, and utilize dashboards to view essential metrics (Schoenherr et al , 2015) Utilize Risk Assessment Tools Do routine risk assessments to find weaknesses and create potential disruption scenarios The protocol is to create a framework for risk assessment, carry out recurring evaluations, and revise risk reduction plans in light of assessment results (Choi et al , 2017) Supplier and Partner Relationships Action Steps Establish Strategic Partnerships Establish and preserve solid ties with important logistics companies and suppliers to guarantee cooperation and first class handling in the event of difficulties The protocol is toset explicit performance goals and expectations, participate in joint planning sessions, and communicate with partners regularly (Chopra et al , 2004) Negotiate Contract Flexibility Make sure conditions in contracts with supplierspermit quick modifications to orders, delivery schedules, and terms of payment The protocol is to review contracts regularly, including flexible clauses, and ensure partners understand these terms (Handfield et al , 2002) Financial Resources Action Steps Maintain Contingency Funds Set aside money in the budget and manage it especially to pay for anyadditional expenses brought on by supply chain interruptions The protocol is to create a reserve fund, monitor fund utilization, and periodically review and alter the budget in light of risk assessments (Tang, 2006) Secure Insurance Coverage Obtain insurance coverage for losses brought on by disruptions in the supply chain The protocol is toregularly assess insurance requirements, guarantee thorough coverage, and keep accurate records of all policies and claims processes (Wieland et al , 2012) Regulatory and Compliance Support Action Steps Access to Legal Expertise Ensure the task force has easy access to legal advice to handle any legal issues or regulatory needs that may arise during disruptions The protocol is toassemble a specialized legal team or hire outside attorneys with knowledge of regulatory compliance and global trade Ensure legal counsel is regularly included in task force meetings and decision making procedures (Lutz et al , 2012) Implement Compliance Management Tools To keep an eye on and guarantee compliance with customs legislation, industry standards, and international trade laws, use compliance management software The protocol connects the supply chain management system with compliance management tools To find and close any gaps, conduct compliance audits and update the tool regularly with the most recent regulatory standards (Millar et al , 2016) Training Objective Equip and train the task forceto function efficiently, virtuously, and globally Training will focus on virtuous leadership and organizations, cultural intelligence, and problem solving Establishing a task force that functions efficiently, virtuously, and globallyrequires each member to have a foundation in these critical areas of success Training will provide a base level understanding and motivate team members to continue learning in these areas Training will be delivered in three modules virtuous leadership and organizations, cultural intelligence, and problem solving techniques The training aims to equip and train global task force members to function efficiently while problem solving and exhibiting virtuous leadership behaviors Module 1 Overview Virtuous Leadership and Organizations The virtuous business model developed by the DeVoe School of Business provides a framework for the intersection of organizational effectiveness and kingdom based leadership (Brooker Boyce, n d ) Building a virtuous task force requires a foundational understanding of the virtuous business model The virtuous business model training will include the following sections What is virtue Group discussion to define virtue The discussion will lead to defining virtue Virtue is the moral excellence of a person someone with good character has what is described asgood virtues (Brooker Boyce, n d ) Group discussion of examples of people with virtue Our model of virtue is Jesus Christ Group discussion and exercises to explore virtues or positive character traits in personal and professional settings Introduce the DeVoe Model of virtuous organization correlate virtuous leaders to virtuous organizations Explore businesses that are known to be virtuous Do their virtuous characteristics positively or negativelyimpact performance Discuss and provide the 3 Aspects of virtue (being, knowing, and doing) Introduce and discuss the three domains (spiritual, personal, and professional) The task force's focus is the professional domain Define and provide examples of integrity, inspirational leadership, and inclusivity Virtuous organizations build spiritual, social, and economic capital The task force's focus is economic capital (principled, proficient, and profound) Introduce economic capital and discuss it as a group Module 2 Overview Cultural Intelligence As a diverse task force, cultural intelligence will aid in effectiveness as a unit Understanding and individually assessing cultural intelligence will foster understanding and awareness (Cultural Intelligence Center, n d ) The cultural intelligence module will include the following sections What is cultural intelligence, and why does it matter Explore the four cultural intelligence (CQ) capabilities CQ Drive, CQ Knowledge, CQ Action, and CQ Strategy Individual CQ Analysis Understanding your results Module 3 Overview Problem Solving (GEMBA Visits, A3 Problem Solving Approach, Plan Act Do Check) Discovery and problem solving tools are needed to address the supply chain disruption issue As a crisis management task force, applying standard methodologies to understand and resolve the issue will provide a universal framework The Problem Solving Module will include the following sections GEMBA Visits What isGEMBA (Lean Enterprise Institute, 2022) The dos and don'ts during a GEMBA visit Planning and conducting a GEMBA visit A3 Problem Solving Approach (Lean Enterprise Institute, 2022) Plan Act Do Check (Lean Enterprise Institute, 2022) The training centered on virtuous leadership and organizations, cultural intelligence, and problem solving will put the task force on a path to efficient crisis management The principles and tools learned can be applied in crisis management situations andeveryday problem solving After the task force training, members will be equipped to work together and resolve problems efficiently

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how your team would use the Taskforce Plan to work through the scenario? Scenario #1 -- (low performing team member - absence of trust )

how your team would use the Taskforce Plan to work through the scenario?

Scenario #1 -- (low performing team member - absence of trust)

The team is struggling with consistent communication - specifically, one team member is deficient in utilizing technology. Their attendance at team meetings is unreliable, and although the meetings are recorded, this team member is consistently out of step with the rest of the team in terms of information flow. Unwilling to ask for help, or be vulnerable, this team member is afraid of admitting their mistakes - resulting in the absence of trust.

The task force plan:

Executive Summary

In summary,a comprehensive strategy that includes technology innovation, data-driven decision-making, strategic partnerships, financial readiness, regulatory compliance, and qualified staff is needed to manage supply chain disruptions. Organizations may improve their resilience and reactivity in uncertainty by providing crisis management teams with the necessary tools, techniques, and resources. Building a solid crisis management framework requires investing in cutting-edge technology, cultivating enduring bonds with partners and suppliers, preserving financial flexibility, guaranteeing regulatory compliance, and giving team members opportunities for training and growth. Organizations may protect their operations in an increasingly complex and dynamic business environment and lessen the effect of supply chain interruptions with early planning and proactive solutions.

Introduction

Disruptions to the supply chain present severe problems for firms throughout the globe in the modern, globalized economy. Crisis management teams must be well-prepared with various tools, techniques, and resources to handle these obstacles. This executive summary thoroughly examines the resources the supply chain disruptions crisis management team needs to function effectively and morally worldwide.

Establishing a Task Force

It takes careful preparation and analysis of organizational structure, purpose, membership, and governance to establish a task force to manage supply chain disruptions. The task force must comprehend its shared objectives, including advocacy or service-oriented goals, and the extent of its duties. Age, neighborhood setting, and organizational size influence the task force's composition and organization. The task force can efficiently and cohesively address supply chain disruptions by resolving essential questions and creating clear bylaws guiding its operations.

Resources

Advanced technologies and comprehensive data analytics enhance supply chain robustness and responsiveness. The crisis management team must invest in cutting-edge technologies such as IoT devices, supply chain management software, and predictive analytics. These tools provide real-time visibility and control, enabling proactive decision-making and risk management. Predictive analytics and AI algorithms analyze large datasets to identify potential disruptions and suggest preventive measures. IoT devices monitor the location and condition of goods, allowing for immediate intervention if necessary and criteria are unmet. Effective risk mitigation relies on access to extensive data and analytics. The team must ensure relevant data is available in real time and use advanced tools to identify vulnerabilities and predict future disruptions. This involves automated data streams, centralized data repositories, and interactive dashboards. Regular risk assessments and scenario analyses help develop contingency plans. Building solid relationships with suppliers and logistics partners is crucial for resilience. The team should focus on strategic alliances, clear performance standards, transparent communication, and flexible contracts. Financial preparedness is also essential, with emergency funds for unexpected costs and insurance for disruptions. Managing financial resources carefully helps mitigate the impact of disruptions and maintain business continuity. Navigating regulatory requirements and ensuring compliance with international trade laws are critical, necessitating access to legal expertise and compliance management tools.

Training

Effective crisis response depends on the crisis management team having the requisite abilities and information. Team members can be equipped with the skills necessary to work together effectively and face obstacles with moral rectitude and professionalism by attending training sessions emphasizing problem-solving strategies, cultural sensitivity, and virtuous leadership. Virtuous leadership development climate of trust and integrity within the team by offering a framework for moral decision-making and organizational performance. Cultural intelligence training promotes comprehension and cooperation by improving the team's capacity to function well in various cultural circumstances. Team members who receive problem-solving training can better analyze complicated problems, find the sources of problems, and put practical solutions in place. Organizations may flexible and resilient crisis management team to handle supply chain disruptions by investing in training and development.

Establishing a Task Force

When establishing a Task Force, there are questions that need to be answered to provide the members with a firm foundation and a roadmap to success. These questions should be discussed before deciding who will be on the team. Jenette Nagy shares the questions in Chapter 9 of Community Toolbox that can help this journey.

What is your shared purpose? How broad is it? Groups with broader purposes often have more complicated structures, complete with many layers and parts, than groups with narrow purposes.
Is your group advocacy-oriented or service-oriented? Service organizations often use a "top-down," one-person-in-charge structure than advocacy-based groups.
Is your organization more centralized (e.g., through the work of a specific agency) or decentralized (e.g., different neighborhoods working independently on the same problem)? A decentralized group might find a "top-down" structure inappropriate, as a group often has several peers working together on an issue.
How large is your organization? How large do you envision it becoming? A tiny organization may remain relatively informal, while a community-wide group may require a more formal structure. A related question, with similar consequences, is:
How large is the community in which you work?
How old is your organization? How long do you envision it lasting? A group formed to resolve a single issue might not need a formal structure. At the same time, an organization with long-term goals may want something more concrete, with more explicit divisional responsibilities and authority.
Is the organization entirely volunteer, or are there (or will there be) paid staff? How many? An organization with many paid staff members may find it more necessary to have people "in charge," as there are generally more rules and responsibilities for paid staff members. Thus, there must be more supervision in carrying out these roles.
Should yours be a new organization or part of an existing structure? Do you need to form a new structure, or is it better to work within existing structures? Sometimes, your goals may be better met if you are part of (or linked with) another organization. (Nagy,n.d.)

These questions focus on developing strategic plans and organizational structures in building community (Nagy, n.d.), but these questions can guide you to a more effective and virtuous task force. The only thing that will be different is your tackling problems.

The task force will also need the rules governing them, such as bylaws. LinkedIn states, "Bylaws govern the internal affairs of a company, outlining its structure, procedures, and the rights and responsibilities of its members." (2023). Below is LinkedIn's Structure of Bylaws:

A well-structured set of bylaws should encompass critical components that provide clarity and guidance for the company's internal operations. Here are the main sections commonly found in bylaws:

Introduction:The introduction section identifies the company's name, its legal form (e.g., corporation, LLC), and the date of adoption or amendment.
Purpose:This section outlines the company's purpose, mission, and objectives, providing a clear understanding of its core activities and goals.
Membership:The membership section defines the qualifications, rights, and responsibilities of the company's members, including shareholders and other designated categories.
Officers and Directors:Bylaws typically outline the roles and responsibilities of officers and directors, including their appointment and removal processes, terms of office, and decision-making authority.
Meetings:This section covers the procedures for convening and conducting meetings, including notice requirements, quorum, voting rights, and the handling of proxies.
Committees:If the company establishes committees, such as an executive committee or an audit committee, the bylaws specify their composition, powers, and responsibilities.
Finances:Bylaws may address financial matters, such as the company's fiscal year, accounting practices, handling of financial records, and the appointment of auditors.
Amendments:This section outlines the process for amending the bylaws, including the required majority vote or any other procedural requirements. (2023)

Resources that the supply chain disruptions crisis management team needs to function virtuously, globally, and efficiently

Advanced Technology and Tools

Action Steps:

Implement Supply Chain Management Software: Invest in an integrated supply chain management system that provides control and real-time insight across the whole chain. The protocol ensures that all pertinent data is accurately submitted, trains users to optimum utilization, and regularly updates and maintains the program (Ivanov et al., 2020).

Utilize Predictive Analytics and AI: Create prediction models toidentify potential disruptions and provide preventative measures. The protocol is to incorporate predictive insights into decision-making processes, evaluate model outputs using historical data, and continuously monitor and analyze data inputs (Wang et al., 2016).

Deploy IoT and Sensors: Install IoT devices tomonitor the location and state of items as they move through the supply chain.The protocol regularly maintains IoT devices, sets automated alarms for departures from expected parameters, and guarantees data security and integrity (Ivanov et al., 2020).

Comprehensive Data and Analytics

Action Steps

Ensure Real-time Data Access: Install technologies thatfacilitate real-time data collection, analysis, and ongoing monitoring of supply chain metrics. The protocol is tocreate a centralized data repository, configure data streams that are automatically updated, and utilize dashboards to view essential metrics (Schoenherr et al., 2015).

Utilize Risk Assessment Tools: Do routine risk assessments to find weaknesses and create potential disruption scenarios. The protocol is to create a framework for risk assessment, carry out recurring evaluations, and revise risk-reduction plans in light of assessment results (Choi et al., 2017).

Supplier and Partner Relationships

Action Steps

Establish Strategic Partnerships:Establish and preserve solid ties with important logistics companies and suppliers to guarantee cooperation and first-class handling in the event of difficulties. The protocol is toset explicit performance goals and expectations, participate in joint planning sessions, and communicate with partners regularly (Chopra et al., 2004).

Negotiate Contract Flexibility:Make sure conditions in contracts with supplierspermit quick modifications to orders, delivery schedules, and terms of payment. The protocol is to review contracts regularly, including flexible clauses, and ensure partners understand these terms (Handfield et al., 2002).

Financial Resources

Action Steps

Maintain Contingency Funds: Set aside money in the budget and manage it especially to pay for anyadditional expenses brought on by supply chain interruptions. The protocol is to create a reserve fund, monitor fund utilization, and periodically review and alter the budget in light of risk assessments (Tang, 2006).

Secure Insurance Coverage:Obtain insurance coverage for losses brought on by disruptions in the supply chain. The protocol is toregularly assess insurance requirements, guarantee thorough coverage, and keep accurate records of all policies and claims processes (Wieland et al., 2012).

Regulatory and Compliance Support

Action Steps

Access to Legal Expertise:Ensure the task force has easy access to legal advice to handle any legal issues or regulatory needs that may arise during disruptions. The protocol is toassemble a specialized legal team or hire outside attorneys with knowledge of regulatory compliance and global trade. Ensure legal counsel is regularly included in task force meetings and decision-making procedures (Lutz et al., 2012).

Implement Compliance Management Tools: To keep an eye on and guarantee compliance with customs legislation, industry standards, and international trade laws, use compliance management software. The protocol connects the supply chain management system with compliance management tools. To find and close any gaps, conduct compliance audits and update the tool regularly with the most recent regulatory standards (Millar et al., 2016).

Training

Objective: Equip and train the task forceto function efficiently, virtuously, and globally. Training will focus on virtuous leadership and organizations, cultural intelligence, and problem-solving.

Establishing a task force that functions efficiently, virtuously, and globallyrequires each member to have a foundation in these critical areas of success. Training will provide a base-level understanding and motivate team members to continue learning in these areas. Training will be delivered in three modules: virtuous leadership and organizations, cultural intelligence, and problem-solving techniques. The training aims to equip and train global task force members to function efficiently while problem-solving and exhibiting virtuous leadership behaviors.

Module 1 Overview - Virtuous Leadership and Organizations

The virtuous business model developed by the DeVoe School of Business provides a framework for the intersection of organizational effectiveness and kingdom-based leadership (Brooker & Boyce, n.d.). Building a virtuous task force requires a foundational understanding of the virtuous business model. The virtuous business model training will include the following sections.

What is virtue?
1. Group discussion to define virtue.
2. The discussion will lead to defining virtue. Virtue is the moral excellence of a person; someone with good character has what is described asgood virtues (Brooker & Boyce, n.d.)
3. Group discussion of examples of people with virtue. Our model of virtue is Jesus Christ.
Group discussion and exercises to explore virtues or positive character traits in personal and professional settings.
Introduce the DeVoe Model of virtuous organization - correlate virtuous leaders to virtuous organizations.
1. Explore businesses that are known to be virtuous. Do their virtuous characteristics positively or negativelyimpact performance?
2. Discuss and provide the 3 Aspects of virtue (being, knowing, and doing)
Introduce and discuss the three domains (spiritual, personal, and professional). The task force's focus is the professional domain. Define and provide examples of integrity, inspirational leadership, and inclusivity.
Virtuous organizations build spiritual, social, and economic capital. The task force's focus is economic capital (principled, proficient, and profound). Introduce economic capital and discuss it as a group.

Module 2 Overview - Cultural Intelligence

As a diverse task force, cultural intelligence will aid in effectiveness as a unit. Understanding and individually assessing cultural intelligence will foster understanding and awareness (Cultural Intelligence Center, n.d.). The cultural intelligence module will include the following sections.

What is cultural intelligence, and why does it matter?
1. Explore the four cultural intelligence (CQ) capabilities: CQ Drive, CQ Knowledge, CQ Action, and CQ Strategy.
Individual CQ Analysis
Understanding your results

Module 3 Overview- Problem Solving

(GEMBA Visits, A3 Problem Solving Approach, & Plan/Act/Do/Check)

Discovery and problem-solving tools are needed to address the supply chain disruption issue. As a crisis management task force, applying standard methodologies to understand and resolve the issue will provide a universal framework. The Problem-Solving Module will include the following sections:

GEMBA Visits
1. What isGEMBA? (Lean Enterprise Institute, 2022)
2. The dos and don'ts during a GEMBA visit.
3. Planning and conducting a GEMBA visit.
A3 Problem Solving Approach (Lean Enterprise Institute, 2022)
Plan/Act/Do/Check (Lean Enterprise Institute, 2022)

The training centered on virtuous leadership and organizations, cultural intelligence, and problem-solving will put the task force on a path to efficient crisis management. The principles and tools learned can be applied in crisis management situations andeveryday problem-solving. After the task force training, members will be equipped to work together and resolve problems efficiently.