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Objectives 0 To assess a specic problem where planning is required. 0 To arrive at a mutual and effective solution as a group, taking into consideration different perspectives and different goals. Introduction Increasingly problems are being solved by groups of people, each with a different stake in the outcome. However, for a company to achieve its goals successfully, these problems must be solved without alienating members of the group. Scenario The company, a large processing center operating in a highly bureaucratic fashion, was experiencing challenging problems in a major division of its operations. Fifteen months earlier, when an electrical storm caused loss of power in one company building, five of the seven members ofthe night-shift service staff reported strange sensations emanating from their computer terminals causing tingling in their hands. In the following days, other staffmembers reported similar sensations, as well as numbness, headaches, and nausea. Two weeks later there were almost [00 reports of such \"electrical shocks.\" Union representatives requested immediate action on the problems. The issues of workplace health and safety at the company became a hot topic in the local media. Various health and government agencies began to investigate. Reports of the shocks continued sporadically for the next nine months, then began to rise signicantly. During a 10-week period, there were more than 150 reports, many from people working in other parts of the company. The ensuing uproar produced a walkout lasting three days, costing the company an estimated $1 million in lost revenue. The problem didn't seem to be solvable simply by top managers' exercising their authority and dictating a solution. What could be done to get the company back on the right track? Roles: The Perspectives of the Positions Involved 1. Senior management. \"We don't need this problem. We have to restore normal levels of control and efciency, based on measured results.\" 2. The ergonomists. \"There are some routine ergonomic problems that can be improved through the physical redesign of equipment. But there is no evidence of major health and safety problems.\" 3. Labor leaders. \"This mess has got to be cleared up. The health and safety features are critical. Management has to take action, but we don't trust them. We are strong and can apply a lot of pressure if necessary.\" 4. The politicians. \"We don't want more media coverage on this one and more charges of mismanagement that consume our time. We don't want the unions asking us to solve their problems.\" 5. The service staff. \"We're working with a poor system. We don't want the strain and stress. Management has to sort the situation out. More stress breaks. Safer equipment. Find the 'techies' that are 'zapping us.\"' 6. The human resources people. \"The problem rests with the stressful nature of the work itself. We need to redesign the work process. We also need to deal with the collective stress phenomenon that's emerged.\" 7. Line managers. \"The situation has changed on us. We're held accountable, but we don't have the power to deliver. We need to get better informed and to learn new skills for managing in a turbulent world.\" Topics for presentation 1. How did your group resolve the situation? Explain. 2. To what extent did your decision-making process represent a rational or nonrational approach? Explain. 3. How difficult do you think it is it for people to see each other's perspectives when solving problems? Explain. 4. How would you manage people who are in conict about a situation such as the one presented above? Describe