Just need a response to the 2 separate post below:

Post 1

The problematic issue that many teams face in during their span of operation is being a team that will recognize there is an issue but will not take action to fix it. In the Harvard Business Review article, Is Your Team Solving Problems or Just Identifying Them the author discusses different steps that can be taken to shift this mindset. Identifying problems will simply make you aware of their existence. The follow-up to identifying the problem is finding a solution for the problem so it will not impact your team in the future. Knight writes in their article that having a team thats quick to identify problems and voice potential obstacles is not necessarily a bad thing (2021). They suggest that in addition to that problems being identified the team members also provide constructive feedback. When offering constructive feedback to a fellow team member they can use the information given to find a solution to the identified issues.

Identifying that constructive feedback is better than simple critiques will help a team develop their skills in communication as well. Having criticisms that can develop into solutions can make asking for feedback an easier conversation. Team members are hesitant to ask for feedback due to fear of ridicule, however, if they know that the criticism will not be given rudely, they can be more open to the feedback. Effective communication can make receiving negative information about a project easier because it will help promote critical and creative thinking. This will help the team and its members now and in future scenarios.

Post 2

One of the biggest problems facing Comcast in 2018, when I joined the company, was customer satisfaction. In the retail environment, specifically, the customer satisfaction scores were so low that staff had given up trying to improve them. To combat this issue, the company implemented what is called the Net Promotor System, which measures the amount of promotors, neutrals, and detractors the sales channels bring in. Its a survey system that measures the customer happiness on a ten-point scale. The company has been able to clearly define the problems customers experience by utilizing various types of surveys that ask very pointed questions. By gathering direct feedback from customers, we have been able to make significant changes to our frontline operations.

The strategies used were primarily based on survey volumes, headed by a new chapter of the company, called Customer Experience. The CX team is solely responsible for designing and implementing new strategies for improving customer satisfaction, including the Net Promotor System, customer call backs, and training guidelines. Through these initiatives, we learned that the root problem was that customers didnt feel valued by our company, and the perception was that Comcast, being a very large company, didnt care about their customers. By defining this problem, we have been able to change things, one customer interaction at a time. The new scoring system was the beginning, giving us a solid measure for what customers were feeling immediately after their experience, but the retraining of the entire frontline staff was really where change began to happen. The CX created what we call the Awesome Experience, and every customer-facing employee was retrained according to this idea. The evidence is clear that we are moving in the right direction. Comcast has been able to improve their scores (on a -100 to a +100 scale) from approximately -20 to +67 in the past five years.