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 player'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$).$ Use details in the case to determine the key problem. Don't assume, infer, or create problems not included in the Page $334$ case.

To refine your choice, ask yourself, why is this a problem? Explaining why helps refine and focus your thinking. Focus on topics in the current chapter, because we generally select cases illustrating concepts specificallv located within the