tour. $93$ But again, many experts question whether he or anyone else can do enough. Some argue Boeing will need to replace the $737$ Max altogether; still, others say the flying public has short memories and such drastic action will not be required. To elaborate, sadly planes do crash, and sometimes this is due to design errors which are then corrected, and the same model o planes returns back into service.

Assume you are the board of directors at Boeing, and apply the $3-$Step Problem$-$Solving Approach to the predicament facing the company.

APPLY THE $3-$STEP PROBLEM$-$SOLVING APPROACH TO OB

Use the Organizing Framework in Figure $8\mathrm{.}7$ and the $3-$Step Problem$-$Solving Approach to help identify inputs, processes, and outcomes relative to this case.

STEP $1$: Define the problem.

A$.$ Look first at the Outcomes box of the Organizing Framework to help identify the important problem$($s$)$ in this case. Remember that a problem is a gap between a desired and 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 particular play$$r$\text{'}$s perspective. You need to determine from whose perspective$-$employee, manager, team, or the organization$-$you're defining the problem. In this case you're asked to assume the role of the board of directors for Boeing $($they have ultimate responsibility for the entire organization