Learning Outcomes:
Define different perspectives and concepts of problem solving in diverse contexts and business situations. (C.L.O :1.2)
Demonstrate decision tools and employ appropriate analytical business models to break down complex issues. (C.L.O :2.2)
Explain and apply critical thinking and cognitive psychology as it pertains to analyze and synthesize information for problem solving and decision making. (C.L.O :2.1)
Case Study:
Talal, CEO and the president of a pharmaceutical company based in Riyadh. Talal is going to retire after three months and has been asked to select his successor. He wanted to decide one candidate from the following three best possible candidates he feels would best take over his position.
1) Badar the VP – Marketing, Working with company from 20 years and under Talal for 7 years.
2) Rayyan the VP-Operations, been with company 23 years has most experience.
3) Sayeed VP-HR, been with company for 15years but has worked his way up the ladder impressively.
Outside the workplace Badar, Rayyan, Sayeed are close friends and after receiving word that they are the finalists for the job promotion. Tension rises both within and outside the workplace. They also find out that the decision will not be announced until few weeks, which causes that tension to raise that much more. Outside the work the three close friends have not talked nearly as much since the promotion announcements and is causing negative effects in their home lives. With the three of them failing to communicate, they won’t know how they each perceive the situation, thus building on the already present stress and anxiety.
Talal ultimately chooses Badar due to his experience under him as VP. This puts even more responsibility in Badar’s hands. The decision surely sends shockwaves throughout the company, starting with Rayyan and Sayeed. Rayyan is extremely upset with the decision, and with him being a very verbally aggressive person, he starts to cause some conflict with his work behaviour. Sayeed, who is also highly upset, decides he cannot work under Badar, quits the job, and cuts off the friendship they had.
To resolve this conflict, Badar calls multiple meetings hoping to improve the communication within the business, however, this backfires tremendously. Rayyan’s work behaviour continues to spiral out of control and is constantly verbally aggressive in meetings, targeting Badar in certain comments, which only makes things worse by making the rest of the group uncomfortable, this leaves Badar clueless as what to do simply because he has not done anything wrong. He was awarded a job promotion and has not done anything to provoke Rayyan or Sayeed to act the way they have.
Read the above case study and answer the following questions:
Q1: What is the main problem in the above case? [Marks 3]
Q2: Assignment help – Discuss the problem with 5-Why analysis. Draw a cause-and-effect diagram based on the problem of the case? [Marks 4]
Q2: If you are consultant and asked to solve the problem, how will you solve the problem of case? What are the steps you will follow to solve? [Marks 3]
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Q1: What is the main problem in the above case?
The main problem is the conflict that arises between the three VP candidates – Badar, Rayyan, and Sayeed – due to the announcement of Badar as the successor for CEO Talal’s position. This leads to tension and damaged relationships both inside and outside the workplace.
Q2: Assignment help – Discuss the problem with 5-Why analysis. Draw a cause-and-effect diagram based on the problem of the case.
Why is there conflict between the VPs?
Because Talal selected Badar as his successor
Why did Talal select Badar?
Because Talal felt Badar was the best candidate due to his marketing experience and 7 years working under Talal
Why are Rayyan and Sayeed upset?
Because they both wanted the promotion and feel they were equally or more deserving
Why is this causing dysfunction?
Because the upset and lack of communication is damaging workplace relationships
Why have the relationships been impacted?
Because the three VPs are close friends outside of work, so the decision is affecting those personal relationships
[Causes]
Talal’s decision to select Badar
Rayyan and Sayeed’s disappointment
[Effects]
Damaged VP relationships
Rayyan acting out aggressively
Sayeed quits job
Dysfunction in meetings and work environment
Q3: If you are consultant and asked to solve the problem, how will you solve the problem of case? What are the steps you will follow to solve?
As a consultant, I would take the following steps:
Meet individually with Rayyan and Sayeed to understand their perspectives. Allow them to vent frustrations.
Have Badar acknowledge their feelings and contributions in a group meeting, without judgment.
Mediate open communication between the VPs to clear the air and prevent festering wounds.
Develop an action plan for how Badar’s promotion will positively impact the company and tap into all VPs’ strengths.
If tensions persist, consider team counseling or mediation to rebuild damaged relationships.
Implement additional feedback and communications mechanisms for the leadership team.
