9-Step Problem Solving Model

9-Step Problem Solving Model

Scenario One Reflection Paper

This paper discusses the effectiveness, challenges, and application of the 9-Step Problem Solving Model with respect to the scenario involving USAuto and AutoMex. The effectiveness of USAuto's attempt demonstrates the importance of correctly following each step of the model to obtain maximum success. Effectively applying the 9-step model shows faults that USAuto made during their initial problem-solving attempt. We also discuss challenges that USAuto dealt with during their negotiation with AutoMex, and what things to avoid in overcoming those challenges. Lastly we cover the application of the 9-step model in real-world situations, and compare it with events team members experience at work.

Effectiveness of the 9-Step Problem-Solving Model

Before study of the 9-Step problem-solving model, we initially thought USAuto completed thorough research into solving their problem. After we reviewed and applied the 9-step problem-solving model to this scenario, we learned that there were many holes in the research and problem-solving approach completed by USAuto. By applying the 9-step problem-solving model, we learned how to analyze and frame the right problem, identify a relevant problem statement, retrieve ideas from generic benchmarking techniques, and implement a viable set of solutions.

Our learning team realized that proper analysis, and framing the problem correctly, is the basis for the model. Without an initial proper analysis of the problem, implementation for an effective working solution is impossible. We found the initial step of the model most effective when we identified the facts without trying to reach a solution within a group atmosphere. Due to the different perspectives of various team members, the team identified different aspects of the problem, which in turn, helped to later identify alternative solutions to the problem.

Generic benchmarking on cross-cultural negotiations, co-branding, and researching on protecting intellectual property helped our learning team identify different strategies in the problem-solving approach for USAuto. Through generic benchmarking, our learning team discovered successes and mistakes that other companies and industries made that were similar to USAuto. From this research, and the knowledge gained from benchmarking, we approached the USAuto problem differently. For example, our team learned that USAuto did not properly research successful negotiation tactics or the proper establishment of a business relationship with a Mexican company. A couple of different approaches our team considered for the negotiation process includes proper establishment for a relationship with AutoMex (by learning more about the company and the employees), and to bring a Spanish speaking male company representative to conduct the negotiations. The additional research on co-branding and protecting intellectual property, along with AutoMex's reputation, illustrated that the risk of AutoMex stealing the technology was low compared to other risks associated with not creating a partnership.

Solution implementation was another area where some of our team members learned a great deal in the 9-step problem-solving model. In order to successfully implement solutions to a problem, identification of an implementation approach/plan is necessary. The approach our team developed is to first identify a leader for the implementation process, then ensure that the implementation correctly identified the end-state goals. Finally, develop a task schedule with a time-frame showing expected completion times.

Challenges of the 9-Step Problem-Solving Model

This model works very well in most circumstances, especially for the internal problem-solving within a company. A challenge we noticed in our learning team discussions, is that it isn't always easy to fit certain cross-border, cross-gender or even cross-ethnic problems into this model. USAuto identified a problem and a solution, but what they did not take into account is that "[c]ultural differences can influence business negotiations in significant and unexpected ways" (Sebenius, 2004). So if either the problem or solution involves an individual or company that "represent[s] a diverse set of interests ...applying 'home' views of corporate governance and decision making to international may seriously hinder [the outcome]." (Sebenius, 2004) Respect for AutoMex's best interest seriously hindered USAuto's chances to realize their end-goal. A rich white fella cannot walk a mile in Rosa Parks shoes; however, we can be sensitive of her journey.

Sensitivity begins with preparation, followed by building relationships of trust. USAuto did not appear adequately prepared for their negotiations. They wanted to use AutoMex, but not partner with them. Then USAuto immediately started throwing out numbers. In USAuto's estimation, AutoMex should be happy with 25% of the profit. Even if this were