As managers at Boffy Company, SA, we find that it is our job to develop skills in problem solving. Through learning and research we find the collaborative process is not in fact a linear process that can just be followed. It is a process that must go back and forth through the steps among all functional areas which in this case are managers, middle managers and workers. Figuring out all interests of the parties and achieving the company’s goals and visions, must be accomplished before generating any options. However, as previously stated in order to do this we must go back and forth through the steps. i. e. sharing information, and defining main issues in order for us managers to define a clear pictures of the main interests. Reaching an agreement on how to achieve the goals and visions often goes through a series of baby steps regarding current and future customers and competition (Windle, 2010). These steps are: Share perspective of current and future customers and competition. Sharing perspective means using our communication skills in order to understand other people’s perception of the situation, their needs, and desires while making sure that profitable in a sustainable way and must continually maintain a positive cash flow.
The second step is defining the issues of current and future customers and competition. This step means clarifying all topics that are or may be up for discussion and making sure that direct competition is beneficial because it reassures customers as to the permanence of supply. The company regards competition neither with disregard nor with contempt. The third step is identifying the interests, such as company must maintain its market leadership without extending its market share on its traditional geographical area.
This step means going above and beyond the stated positions and solutions that we at Boffy have in order to figure out what the parties, such as customers need to have satisfied in order for the management to reach an agreement. The managers at Boffy also need to look for common ground between all current and future customers (Windle, 2010). The fourth step in the collaboration process is generating options while taking into consideration that the company’s profitability must stem from distinctive and differentiating skills, rather than volume.
Generating options means coming up with ideas, looking at the problem from every angles and taking in consideration as many different ideas as the managers can. The fifth step in the process is developing a fair standard or objective criteria for deciding. This means using an agreed upon criteria in order to make coming to agreements easier. The final step in the collaborative process is finally to evaluate all options and come to a final agreement (Windle, 2010). Our next step was to prepare an action plan that would implement our collaborative process.
Our action plan consists of one, ensuring that Boffy’s goals and strategies directly support the mission and vision statement. Two, to measure and evaluate progress in the Boffy plan using both quantitative and qualitative methods. Three, implement human capital principals in daily management of operations and planning, and lastly develop and employ a competent, committed, customer-satisfaction-orientated workforce that is solely focused on accomplishing Boffy’s goals.
Windle, R. (2010). Collaborative Problem Solving: Steps in the Process. CADRE:
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