please answer this by using the three step solving approach.

Textbook: Organitional behavior. A pratical Problem sloving approach.

page: 419

author : Angelo Kinicki

Thanks,

PROBLEM SOLVING APPLICATION CASE With Trouble Comes Conflict, and with Conflict Comes Trouble Facebook's to growth and central role in revo tionizing social media has been overshadowed recent years by its many controversies, such as the company's role related to influencing the presidential election in 2016, the improper harvesting and use of nearly 90 million user accounts by Cambridge Analyt Ica and the widespread concerns by users and regula Tors that the company inutciently protects its more than 22 billion users' data and privacy. There issues are significant, as they can and have cos the company users, advertising revenues damage to its reputation along with fines and restriction from regulators. Adding to the troubles, top level executives like Mark Zucker- berg and Sheryl Sandberg's conduct has been ques tioned on ethical grounds for how they've responded." service exploded in parts of the world where messaging services were the expensive or social networks Facebook had not penetrated: Mt. Koum, in particular valued secure communication due to his uponging in the Soviet Union where everyone was monitored all of the time. The founders continued to develop What App's end-to-end encryption herme Facebook acou sition, avoided advertising, and maintained offices separate from Facebook's campus. In fact, WhatsApp's offices do not even bear the company's name, how about that for dedication to privacy? As for Instagram, Systom and Krieger also pre served considerable autonomy over the top and grew advertising revenues to $5 billion in 2018. The app is growing and is particularly popular with younger peo ple. Despite the controversies consuming Facebook PRECIOUS JEWELS, NOW and Zuckerberg, the founders relationship with Zuck COSTLY CONFLICT erberg soomed harmonious and was often touted by However, the issues that grab fewer headlines but per Zuckerberg and others as a model for how to acquire haps signal other significant troubles are the depar and work with smal tech companies tures of key executives of companies Facebook has acquired, notably Instagram and WhatsApp, Facebook ZUCKERBERG ASSERTS CONTROL bought Instagram in 2012 for $1 billion, when it had Facebook fairly or not, is equited with its founder, ML only a few employees and about 30 million users. It Zuckerberg. who maintains control and largely deter- now has 1 billion users and an estimated value of $100 mines the direction and structure of the company he billion if it were independent. WhatsApp was purchased founded. And therein lies the source of many of the In 2014 for $19 billion at a time when it had approx conflicts. Zuckerberg envisions integrating Facebook mately 50 employees and about 450 million users. Just apps (Messenger, WhatsApp, and Instagram which will two years later the number was over 1 billion users, require the sharing of user data between the products These acquisitions have been central to Facebook's in ways not done previously. Part of this effort has strategy and growth, but the founders of these two included reorganizing senior management and install- companies (Jan Koum and Brian Acton of WhatsApp. Ing Adam Mossel as VP of product design et insta and Kevin Systom and Mike Krieger of Instagram bave gram, a role previously filled by the founders. But it all left in the period of a few months, signaling conflict didn't stop there. Zuckerberg also inserted Chris Cox Facebook's chief product offices between him and and trouble at the social networking icon. Systom and Krieger, which many internal to Instagram Viewed as a move to put a trusted "Facebook fest" per- HARMONIOUS AUTONOMY son in place to control the direction and guard against the departure of the founders The founders of both Instagram and WhatsApp stayed in place for several years after their companies were acquired, which is not the norm given many cash out CONFLICTS GROW AND and leave. They however were allowed to run their FOUNDERS EXIT companies much as they had, maintaining autonomy Instagram's founders increasingly disagreed with and the ability to creatively realize their visions for the Zuckerberg and other Facebook executives during companies they created. For WhatsApp founders. meetings, and although historically quite cordial, the Koum and Acton, their passion was the privacy of disagreements became more severe and spilled over communication. WhatsApp's encrypted messaging 100 Managing Confict and Negotiations CHAPTER 10 onto internal message boards. As for WhatsApp, Zuck erberg is determined for the app to start using adver tising and making money, which requires sharing user data between the apps Koum had taken issue with how data was used by social media companies, espe cally by Facebook and abruptly resigned as one reporter put it instead of changing his values, Me Koumis leaving Facebook His departure was fur ther complicated due to his seat on Facebook's board of directors the resigned) In the period of only a few months all of the found- ers of these crown jewel acquisitions had left. Although some of the motives were unique to individual cu tives, they appeared to share a growing dissatisfaction with Zuckerberg and the direction of the company Power and decision making were shifting way to oth ers and becoming more centralized. It is likely the departing executives felt their objections would not proved and resistance would be futile THE PROBLEM IS BIGGER AND THE CONFLICTS MORE NUMEROUS The problem is not just confined to WhatsApp and in tagram Justin Rosenstein (creator of the like button. Chamat Palihapitiya thead of user growth and Sandy Parakles platform operations managers have all felt They too, have taken issue with protection of data and privacy, the use of the platforms to manipulate thought and behavior, as well as the lack of personal account ability by executives. Their issues reflect a growing concem across the industry about increased growth and connectivity, but at what cost Zuckerberg and other social media executives are being pressed to justify if not alter their own values, or at least the prac tices of their companies, related to data protection usage and privacy Some view the conflicts and departures of key xecutives as pushback against Zuckerberg's mission for Facebook to make the world more open and con- nected increasingly as described in this case, impor that players both inside and outside the company are taking issue with the means for reaching this end Zuckerberg, as the founder and face of the company. is now forced to confront challenges and genuine con flict on many fronts, and how effectively he does this will determine the direction, path, and outcomes for years to como Assume you are Mark Zuckerberg, and you can go back in time before the departures of these key execu- tives. Apply the knowledge and tools in this chapter and the 3-Step Problem Solving Approach to deter- mine how you would deal with the conflicts described above APPLY THE 3-STEP PROBLEM SOLVING APPROACH TO OB Use the Organizing Framework in Figure 106 and the 3-Step Problem Solving Approach to help identity 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 problems in this case. Remember that a prob- Tom 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 of more than one desired outcome is not being accom plished, decide which one is most important and focus on it for steps 2 and 3 8. Cases have key players and problems are gon orally viewed from a particular player's perspec. tive. 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 CEO Mark Zuckerberg C. Use details in the case to determine the key problem. Don't assumo, infer, or create problems not included in the case D. To refine your choice, ask yourself why is this a problem? Explaining why helps retine and focus your thinking. Focus on topics in the current chapter, because we generally select cases us trating concepts specifically located within the current chapter STEP 2: Identity causes. Using material from this chapter and summarized in the Organizing Framework, identify the causes of the problem you identified in Step 1. Remember, causes tend to appear in either the inputs or Processes boxes A Start by looking at the Organizing Framework (Figure 10.6) and decide which person factors, If any, are most likely causes of the defined problem. For each cause, explain why this is a cause of the problem. Asking why multiple times is more likely to lead you to root causes of the problem. For example, do executive characteristics help explain the problem you defined in Step 1? B. Follow the same process for the situation fac tors. For each ask yourself why is this a couse? By asking why multiple times you are likely to arrive at a complete and more accurate list of causes. Again, look to the Organizing Frame- work for this chapter for guidance. Did particule policies or practices play a role? 420 PART 2 Groups