Problem Solving Aspects in Business

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To solve the problem, one needs to take several steps that will allow planning and taking the necessary actions. First of all, it is important to look at problems from a broader perspective and from different angles, which will help to collect and analyze relevant data (How to master, 2019). In this situation, it is important to consider that refusing to join the fight can damage relationships with colleagues, which will negatively affect the working environment. Next, one needs to identify the major problem that entails other smaller ones. In this case, the central issue is the existence of a disagreement between the character of the story and his or her colleagues.

The third key step is the brainstorming of possible solutions, in which it is important not to miss potential options. In this case, one can not join the initiative of colleagues, which leads to a deterioration in relations or may harm current projects. Another option is to take on some of the colleague’s workload, which can also hurt current productivity. The most promising is the option to honestly articulate the problem to the boss and advocate for the redistribution of work to more employees. This step is the fourth, in which the choice of the best solution takes place.

In the fifth step, it is necessary to develop an action plan to solve the problem and implement the solution. In this situation, one must first discuss this initiative with a colleague, as well as with other employees. At this stage, it is important to articulate the concerns and reasons for making such a decision honestly. After that, it is necessary to collectively turn to the boss, having also discussed all the exciting problems and proposing to redistribute the work. The sixth step is to implement the plan and take action that will lead to a solution to the problem. In the seventh stage, it is necessary to observe the progress of the implementation of the plan and make the necessary adjustments.

Reference

(2019). McKinsey & Company. Web.

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