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Excerpt from Dissertation:
More specifically, Charlie need to announce that his supervision will not reward nor tolerate the “CYA” method of collaboration where the principal focus of each business unit brain is to be sure that any blame or responsibility is instantly shifted to other sections practically irrespective of any interest in solving the down sides, wherever that they originated. Charlie must build an organizational culture of responsibility, regarding the which he or she must announce that demonstrating the ability and motivation to recognize and deal with problems will be rewarded while defensiveness and deliberate endeavors to focus fault elsewhere will not be tolerated.
In the quick period, Steve should get away from the consensus approach to decision-making and undertake the decision-making role of his predecessor. He should schedule exclusive meetings with each organization unit head with the guidelines that the only topic of dialogue will be methods to contribute to the solution of the problem within every single respective organization unit. During those gatherings, no dialogue will be allowed that relates to any other organization unit at all. Charlie should certainly announce that what will always be rewarded will be business-unit-specific solutions and not disputes that problem lies somewhere else.
What could Steve do to boost the overall performance of the group in the future?
Steve must establish a culture of openness and communication by simply announcing that any criticism of additional business units always be voiced simply with the mind of those business units present. Steve should also abandon any practice of responding passively (such as by simply feigning a deaf ear canal to complaints and hoping that the persons will get the hint and stop complaining. He or she must use his authority to explicitly stop that sort of destructive sales and marketing communications while pushing productive communications and genuine acknowledgement of problems and responsibilities for all parties. Finally, Charlie should announce that business device leaders who would like to become area of the management decision-making team need to do so simply by demonstrating their particular ability and willingness to examine their own feasible responsibility pertaining to problems. Those who can accomplish that may make their right to participate in management decisions once more; those who continue in simply calling awareness of the limits of their units’ tasks and framework all challenges as being due to the blunders of others are not invited to participate in upcoming management decisions and may not need a long upcoming within the fresh organizational culture of shared responsibility and collaboration by Chattanooga.
