{"id":394,"date":"2025-03-10T15:39:41","date_gmt":"2025-03-10T15:39:41","guid":{"rendered":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/?post_type=chapter&#038;p=394"},"modified":"2025-07-22T11:57:36","modified_gmt":"2025-07-22T11:57:36","slug":"group-problem-solving","status":"publish","type":"chapter","link":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/chapter\/group-problem-solving\/","title":{"raw":"Group Problem Solving","rendered":"Group Problem Solving"},"content":{"raw":"<div class=\"textbox textbox--learning-objectives\"><header class=\"textbox__header\">\r\n<p class=\"textbox__title\">Learning Objectives<\/p>\r\n\r\n<\/header>\r\n<div class=\"textbox__content\">\r\n\r\nBy the end of this section, you should be able to:\r\n<ul>\r\n \t<li>Understand problem-solving through John Dewey's reflective thinking sequence.<\/li>\r\n \t<li>Identify and describe how to implement the seven steps for group problem-solving.<\/li>\r\n<\/ul>\r\n<\/div>\r\n<\/div>\r\n<span class=\"c8 c22\" style=\"text-align: initial; font-size: 1em;\">The problem-solving process involves thoughts, discussions, actions, and decisions, from the initial consideration of a problematic situation to the achievement of the goal. The problems that groups face are varied, but some common issues include budgeting funds, raising funds, planning events, addressing customer or citizen complaints, creating or adapting products or services to fit needs, supporting members, and raising awareness about issues or causes. <\/span><span style=\"text-align: initial; font-size: 1em;\">While there are many ways to approach a problem,\u00a0<\/span><span style=\"text-align: initial; font-size: 1em;\"><span style=\"margin: 0px; padding: 0px;\"><span style=\"font-size: 1em;\">John Dewey\u2019s\u00a0<\/span><strong>reflective thinking sequence, an American educational philosopher,<\/strong><\/span>\u00a0has stood the test of time. This seven-step process (Adler, 1996<\/span><span class=\"c0\" style=\"text-align: initial; font-size: 1em;\">) has yielded positive results and serves as a proper organizational structure. If you are a member of a group that needs to solve a problem and don\u2019t know where to start, consider the seven simple steps illustrated in Figure 38.1 below:<\/span>\r\n\r\n[caption id=\"attachment_725\" align=\"aligncenter\" width=\"410\"]<img class=\"wp-image-725\" src=\"https:\/\/ecampusontario.pressbooks.pub\/app\/uploads\/sites\/115\/2018\/04\/image9-3-1024x777.png\" alt=\"image of a person climbing a set of stairs with the steps labeled as cited in the heading 3 sections that follow\" width=\"410\" height=\"311\" \/> Figure 38.1. Problem-solving process.[\/caption]\r\n<h2 id=\"h.uayoir2sf2cp\" class=\"c19\">Define the Problem<\/h2>\r\n<p class=\"c5\"><span class=\"c0\">If you don\u2019t know what the problem is, how do you know you can solve it? Defining the problem allows the group to establish boundaries for what the problem is and what it is not, and to begin formalizing a description or definition of the scope, size, or extent of the challenge the group will address. A problem that is too broadly defined can overwhelm the group. Important information will be missed or overlooked if the problem is defined too narrowly. <\/span><span class=\"c0\">In the following example,\u00a0<span style=\"margin: 0px; padding: 0px;\">a web-based company called\u00a0<em>Favourites<\/em> needs to increase its customer base and<\/span>\u00a0sales. A problem-solving group has been formed, and they start by formulating a working definition of the problem.<\/span><\/p>\r\n<p class=\"c5\"><strong>Example problems:<\/strong><\/p>\r\n<p class=\"c5\"><strong><span class=\"c9\">Too broad:<\/span><\/strong><span class=\"c0\"><strong>\u00a0<\/strong>\u201cSales are off, our numbers are down, and we need more customers.\u201d<\/span><\/p>\r\n<p class=\"c5\"><strong><span class=\"c9\">More precisely:<\/span><\/strong><span class=\"c0\"><strong>\u00a0<\/strong>\u201cSales have been slipping incrementally for six of the past nine months and are significantly lower than a seasonally adjusted comparison to last year. This represents a 4.5 percent decrease in sales compared to the same period last year. However, when we break it down by product category, sales of our nonedible products have seen a modest but steady increase, while sales of edibles account for the drop-off, and we need to halt the decline.\u201d<\/span><\/p>\r\n\r\n<h2 id=\"h.lpg8211239qp\" class=\"c19\"><span class=\"c13\">Analyze the Problem<\/span><\/h2>\r\n<p class=\"c5\"><span class=\"c0\">The problem-solving group, consisting of Kevin, Mariah, and Suri, analyzes the problem and begins to gather information to gain a deeper understanding. The problem is complex and requires expertise in multiple areas. Why do non-edible products continue selling well? What is it about the edibles that are turning customers off?<\/span><\/p>\r\n<p class=\"c5\"><span class=\"c0\"><strong>Kevin<\/strong> is responsible for managing customer resources. He is involved with the customer from initial contact through purchase and delivery. Most of the interface is automated as an online \u201cbasket model,\u201d where photographs and product descriptions are accompanied by \u201cbuy it\u201d buttons. He is available for live and voice chats during regular business hours if needed, and customers are invited to request additional information. Most <em>Favourites<\/em> customers do not access this service, but Kevin is kept busy as he handles returns and complaints. Because Kevin believes that superior service retains customers while attracting new ones, he is always interested in finding better ways to serve them. Looking at both edibles and non-edibles, he will study the customer service cycle and identify any common points\u2014from the main webpage through the catalog, to the purchase process, and to returns, where customers often abandon the sale. He has existing customer feedback loops, including end-of-sale surveys; however, most customers decline to participate in the study, and there is currently no incentive for them to do so.<\/span><\/p>\r\n<p class=\"c5\"><span class=\"c0\"><strong>Mariah<\/strong> is responsible for products and purchasing. She aims to offer the best products at the lowest prices, as well as new, unusual, rare, or exotic ones. She regularly adds new products to the <em>Favourites<\/em> catalog and culls underperformers. Currently, she has data on every product and its sales history, but it presents a challenge to represent it effectively. She will analyze current sales data and produce a report that explicitly identifies how each product\u2014both edible and nonedible\u2014performs. She wants to highlight \u201cwinners\u201d and \u201closers,\u201d but also recognizes that today\u2019s \u201closers\u201d may be the hit of tomorrow. Predicting constantly changing tastes and preferences is hard, but that is part of her job. It\u2019s not all science, and it\u2019s not all art. She has to have an eye for what will catch on tomorrow while continuing to provide information on what is hot today.<\/span><\/p>\r\n<p class=\"c5\"><span class=\"c0\"><strong>Suri<\/strong>\u00a0is responsible for data management at\u00a0<em>Favourites<\/em>. She gathers, analyzes, and presents information from the supply chain, sales, and marketing. She also works with vendors to ensure products are available when needed, makes sales predictions based on past sales history, and assesses the effectiveness of marketing campaigns.<\/span><\/p>\r\n<p class=\"c5\"><span class=\"c0\">The problem-solving group members already have certain information on hand. They recognize that customer retention is a key factor in contributing to their success. Attracting new customers is a constant goal, but they realize that it takes more effort than retaining existing ones. Thus, it is vital to ensure a quality customer service experience for existing customers and encourage them to refer friends. The group needs to determine how to promote this favorable customer behavior. <\/span><span class=\"c0\">Another contributing factor is that customers often abandon the shopping cart before completing a purchase, especially when purchasing edibles. The group members need to learn more about why this is happening.<\/span><\/p>\r\n\r\n<h2 id=\"h.4uzfyjmkw334\" class=\"c19\"><span class=\"c13\">Establish Criteria<\/span><\/h2>\r\n<p class=\"c5\"><span class=\"c0\">Establishing the criteria for a solution is the next step. At this point, information is coming in from diverse perspectives, and each group member has contributed information from their perspective, even though there may be several points of overlap.<\/span><\/p>\r\n<p class=\"c5\"><span class=\"c0\"><strong>Kevin:<\/strong>\u00a0Customers who complete the postsale survey indicate that they want to know (1) what is the estimated time of delivery, (2) why a specific item was not in stock and when it will be available, and (3) why their order sometimes arrives with less than a complete order, with some items back-ordered, without prior notification.<\/span><\/p>\r\n<p class=\"c5\"><span class=\"c0\">He notes that a tiny percentage of customers complete the postsale survey, and the results are far from scientific. He also notes that it appears the interface cannot cross-check inventory to provide immediate information regarding backorders. Hence, the customer \u201cbuys it\u201d only to learn several days later that it is not in stock. This seems especially problematic for edible products, as people often order them for special occasions, such as birthdays and anniversaries. However, we don\u2019t know this for sure because of the low participation rate in the post-sale survey.<\/span><\/p>\r\n<p class=\"c5\"><span class=\"c0\"><strong>Mariah:<\/strong> Four edible products frequently sell out. So far, we haven\u2019t been able to boost the appeal of other edibles, so people would order them as a second choice when these sales leaders aren\u2019t available. We also have several rare and exotic products that are slow sellers. They have potential but are currently underperformers.<\/span><\/p>\r\n<p class=\"c5\"><span class=\"c0\"><strong>Suri:<\/strong> We know from a postal code analysis that most of our customers are from a few specific geographic areas associated with above-average incomes. Few credit cards are declined, and the average sale is over $100. Shipping costs represent, on average, 8 percent of the total sales cost. We do not have sufficient information to produce a customer profile. There is no specific point in the purchase process where basket abandonment tends to happen; it happens uniformly at all steps.<\/span><\/p>\r\n\r\n<h2 id=\"h.dcsr3eefgdam\" class=\"c19\"><span class=\"c13\">Consider Possible Solutions to the Problem<\/span><\/h2>\r\n<p class=\"c5\"><span class=\"c0\">After listening to each other, the group begins brainstorming ways to address the identified challenges, focusing resources on solutions that are more likely to produce results.<\/span><\/p>\r\n<p class=\"c5\"><span class=\"c0\"><strong>Kevin:<\/strong> Can our programmers create a cross-index feature that links the desired product with a report of how many are in stock? I want the customer to know immediately whether the item is in stock and how long they may have to wait. As another idea, is it possible to add incentives to the purchase cycle that won\u2019t negatively impact our overall profit? I\u2019m thinking of offering a small volume discount on multiple items, or perhaps free shipping above a specific dollar amount.<\/span><\/p>\r\n<p class=\"c5\"><span class=\"c0\"><strong>Mariah:<\/strong> I recommend we hold a focus group where customers can sample our edible products and tell us what they like best and why. When the best-sellers are sold out, could we offer a discount on related products to provide an instant alternative? We might also cull the underperforming products with a liquidation sale to generate interest.<\/span><\/p>\r\n<p class=\"c5\"><span class=\"c0\"><strong>Suri:<\/strong> To gain a deeper understanding of our customers, we must incentivize them to complete the post-sales survey. How about a 5% off coupon code for the next purchase to encourage them to return and help us better identify our customer base? We may also want to establish a customer referral rewards program, but achieving results requires more accurate data. We should also explore the supply side of the business by securing a more reliable supply of our leading products and negotiating more advantageous discounts from our suppliers, especially in the edible category.<\/span><\/p>\r\n\r\n<h2 id=\"h.ubu9unstmchv\" class=\"c19\"><span class=\"c13\">Decide on a Solution<\/span><\/h2>\r\n<p class=\"c5\"><span class=\"c0\">Kevin, Mariah, and Suri may want to implement all the solution strategies, but they lack the resources. They\u2019ll complete a cost-benefit analysis, which ranks each solution according to its probable impact.<\/span><\/p>\r\n\r\n<h2 class=\"c5\"><span class=\"c30\">Implement the Solution<\/span><\/h2>\r\n<p class=\"c5\"><span class=\"c0\">Kevin is faced with designing the computer interface without incurring unacceptable costs. He firmly believes that the interface will pay for itself within the first year\u2014or, <span style=\"margin: 0px; padding: 0px;\">more bluntly, that\u00a0<em>Favourites\u2019<\/em> declining sales will worsen<\/span> if the website does not have this feature soon. He requests a meeting with top management to obtain budget approval and secure their agreement on one condition: he must negotiate a compensation schedule with the information technology consultants that includes delayed compensation in the form of bonuses after the feature has been successfully operational for six months.<\/span><\/p>\r\n<p class=\"c5\"><span class=\"c0\">Mariah knows that searching for alternative products is a never-ending process, but it takes time, and the company needs results. She decides to evaluate products that competing companies offer, especially in the edible category, on the theory that customers who find their desired items sold out on the <em>Favourites<\/em>\u00a0website may have been buying alternative products elsewhere instead of choosing an alternative from\u00a0<em>Favourites\u2019<\/em>\u00a0product lines.<\/span><\/p>\r\n<p class=\"c5\"><span class=\"c0\">Suri approaches the vendors of the four frequently sold-out products and asks, \u201cWhat would it take to get you to produce these items more reliably in greater quantities?\u201d By opening a communication channel with these vendors, she can motivate them to make modifications to improve reliability and quantity. She also approaches the vendors of the less popular products with a request for better discounts in return for their cooperation in developing and test-marketing new products.<\/span><\/p>\r\n\r\n<h2 id=\"h.95jsetaawbs\" class=\"c19\"><span class=\"c13\">Follow Up on the Solution<\/span><\/h2>\r\n<p class=\"c5\"><span class=\"c0\"><strong>Kevin:<\/strong> After several beta tests, the cross-index feature was implemented and has been in place for thirty days. Now customers see either \u201cin stock\u201d or \u201cavailable [mo\/da\/yr]\u201d in the shopping basket. As expected, Kevin notes a decrease in the number of chat and phone inquiries, such as \u201cWill this item arrive before my wife\u2019s birthday?\u201d However, he notes an increase in inquiries asking, \u201cWhy isn\u2019t this item in stock?\u201d It is difficult to tell whether customer satisfaction is higher overall.<\/span><\/p>\r\n<p class=\"c5\"><span class=\"c0\"><strong>Mariah:<\/strong>\u00a0<span style=\"margin: 0px; padding: 0px;\">By exploring the merchandise of competing merchants, she gained several ideas for modifying\u00a0<em>Favourites\u2019<\/em> product line to offer more flavors and other variations of<\/span>\u00a0popular edibles. Working with vendors, she found that these modifications cost very little. Sales are up within the first thirty days of adding these items to the product line. Mariah believes these additions also enhance the <em>Favourites<\/em>\u00a0brand identity, but she has no data to back this up.<\/span><\/p>\r\n<p class=\"c5\"><span class=\"c0\"><strong>Suri:<\/strong> So far, the vendors supplying the four top-selling edibles have fulfilled their promise of increasing quantity and reliability. However, three of the four items have sold out, raising the question of whether <em>Favourites<\/em>\u00a0needs to bring in one or more additional vendors to produce these items. Of the vendors with which\u00a0<em>Favourites<\/em>\u00a0asked to negotiate better discounts, some refused, and two of these were \u201cstolen\u201d by a competing merchant so that they no longer sell to\u00a0<em>Favourites<\/em>. In addition, one of the vendors that had agreed to offer a better discount was unexpectedly forced to cease operations for several weeks due to a fire.<\/span><\/p>\r\n<p class=\"c5\"><span class=\"c0\">This scenario enables us to recognize that the problem may have multiple dimensions and solutions, that resources can be limited, and that not every solution is successful. Even though the problem is not immediately resolved, the group problem-solving pattern and communication among the group members serve as a helpful guide through the problem-solving process.<\/span><\/p>\r\n\r\n<div class=\"textbox textbox--key-takeaways\"><header class=\"textbox__header\">\r\n<p class=\"textbox__title\">Reflection<\/p>\r\n\r\n<\/header>\r\n<div class=\"textbox__content\">\r\n\r\nNow that you've learned about the reflecting thinking sequence through the seven-step process, consider the following reflection questions:\r\n<ul>\r\n \t<li>What are the benefits of implementing the whole process?<\/li>\r\n \t<li>Describe the drawbacks to the seven-step problem-solving process.<\/li>\r\n<\/ul>\r\n<\/div>\r\n<\/div>\r\n<div class=\"textbox textbox--examples\"><header class=\"textbox__header\">\r\n<p class=\"textbox__title\">References<\/p>\r\n\r\n<\/header>\r\n<div class=\"textbox__content\">\r\n\r\n<span class=\"c0\">Adler, R. (1996). <em>Communicating at work: Principles and practices for business and the professions<\/em>. Boston, MA: McGraw-Hill.<\/span>\r\n\r\n<\/div>\r\n<\/div>\r\n<div class=\"textbox textbox--exercises\"><header class=\"textbox__header\">\r\n<p class=\"textbox__title\">Attribution<\/p>\r\n\r\n<\/header>\r\n<div class=\"textbox__content\">\r\n\r\n<a href=\"https:\/\/pressbooks.openeducationalberta.ca\/saitbusinesscommunication\" rel=\"cc:attributionURL\">Business Communication for Success<\/a>\u00a0Copyright \u00a9 2021 by\u00a0Southern Alberta Institute of Technology\u00a0is licensed under a\u00a0<a href=\"https:\/\/creativecommons.org\/licenses\/by-nc-sa\/4.0\/\" rel=\"license\">Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License<\/a>, except where otherwise noted.\r\n\r\n<\/div>\r\n<\/div>","rendered":"<div class=\"textbox textbox--learning-objectives\">\n<header class=\"textbox__header\">\n<p class=\"textbox__title\">Learning Objectives<\/p>\n<\/header>\n<div class=\"textbox__content\">\n<p>By the end of this section, you should be able to:<\/p>\n<ul>\n<li>Understand problem-solving through John Dewey&#8217;s reflective thinking sequence.<\/li>\n<li>Identify and describe how to implement the seven steps for group problem-solving.<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<p><span class=\"c8 c22\" style=\"text-align: initial; font-size: 1em;\">The problem-solving process involves thoughts, discussions, actions, and decisions, from the initial consideration of a problematic situation to the achievement of the goal. The problems that groups face are varied, but some common issues include budgeting funds, raising funds, planning events, addressing customer or citizen complaints, creating or adapting products or services to fit needs, supporting members, and raising awareness about issues or causes. <\/span><span style=\"text-align: initial; font-size: 1em;\">While there are many ways to approach a problem,\u00a0<\/span><span style=\"text-align: initial; font-size: 1em;\"><span style=\"margin: 0px; padding: 0px;\"><span style=\"font-size: 1em;\">John Dewey\u2019s\u00a0<\/span><strong>reflective thinking sequence, an American educational philosopher,<\/strong><\/span>\u00a0has stood the test of time. This seven-step process (Adler, 1996<\/span><span class=\"c0\" style=\"text-align: initial; font-size: 1em;\">) has yielded positive results and serves as a proper organizational structure. If you are a member of a group that needs to solve a problem and don\u2019t know where to start, consider the seven simple steps illustrated in Figure 38.1 below:<\/span><\/p>\n<figure id=\"attachment_725\" aria-describedby=\"caption-attachment-725\" style=\"width: 410px\" class=\"wp-caption aligncenter\"><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-725\" src=\"https:\/\/ecampusontario.pressbooks.pub\/app\/uploads\/sites\/115\/2018\/04\/image9-3-1024x777.png\" alt=\"image of a person climbing a set of stairs with the steps labeled as cited in the heading 3 sections that follow\" width=\"410\" height=\"311\" \/><figcaption id=\"caption-attachment-725\" class=\"wp-caption-text\">Figure 38.1. Problem-solving process.<\/figcaption><\/figure>\n<h2 id=\"h.uayoir2sf2cp\" class=\"c19\">Define the Problem<\/h2>\n<p class=\"c5\"><span class=\"c0\">If you don\u2019t know what the problem is, how do you know you can solve it? Defining the problem allows the group to establish boundaries for what the problem is and what it is not, and to begin formalizing a description or definition of the scope, size, or extent of the challenge the group will address. A problem that is too broadly defined can overwhelm the group. Important information will be missed or overlooked if the problem is defined too narrowly. <\/span><span class=\"c0\">In the following example,\u00a0<span style=\"margin: 0px; padding: 0px;\">a web-based company called\u00a0<em>Favourites<\/em> needs to increase its customer base and<\/span>\u00a0sales. A problem-solving group has been formed, and they start by formulating a working definition of the problem.<\/span><\/p>\n<p class=\"c5\"><strong>Example problems:<\/strong><\/p>\n<p class=\"c5\"><strong><span class=\"c9\">Too broad:<\/span><\/strong><span class=\"c0\"><strong>\u00a0<\/strong>\u201cSales are off, our numbers are down, and we need more customers.\u201d<\/span><\/p>\n<p class=\"c5\"><strong><span class=\"c9\">More precisely:<\/span><\/strong><span class=\"c0\"><strong>\u00a0<\/strong>\u201cSales have been slipping incrementally for six of the past nine months and are significantly lower than a seasonally adjusted comparison to last year. This represents a 4.5 percent decrease in sales compared to the same period last year. However, when we break it down by product category, sales of our nonedible products have seen a modest but steady increase, while sales of edibles account for the drop-off, and we need to halt the decline.\u201d<\/span><\/p>\n<h2 id=\"h.lpg8211239qp\" class=\"c19\"><span class=\"c13\">Analyze the Problem<\/span><\/h2>\n<p class=\"c5\"><span class=\"c0\">The problem-solving group, consisting of Kevin, Mariah, and Suri, analyzes the problem and begins to gather information to gain a deeper understanding. The problem is complex and requires expertise in multiple areas. Why do non-edible products continue selling well? What is it about the edibles that are turning customers off?<\/span><\/p>\n<p class=\"c5\"><span class=\"c0\"><strong>Kevin<\/strong> is responsible for managing customer resources. He is involved with the customer from initial contact through purchase and delivery. Most of the interface is automated as an online \u201cbasket model,\u201d where photographs and product descriptions are accompanied by \u201cbuy it\u201d buttons. He is available for live and voice chats during regular business hours if needed, and customers are invited to request additional information. Most <em>Favourites<\/em> customers do not access this service, but Kevin is kept busy as he handles returns and complaints. Because Kevin believes that superior service retains customers while attracting new ones, he is always interested in finding better ways to serve them. Looking at both edibles and non-edibles, he will study the customer service cycle and identify any common points\u2014from the main webpage through the catalog, to the purchase process, and to returns, where customers often abandon the sale. He has existing customer feedback loops, including end-of-sale surveys; however, most customers decline to participate in the study, and there is currently no incentive for them to do so.<\/span><\/p>\n<p class=\"c5\"><span class=\"c0\"><strong>Mariah<\/strong> is responsible for products and purchasing. She aims to offer the best products at the lowest prices, as well as new, unusual, rare, or exotic ones. She regularly adds new products to the <em>Favourites<\/em> catalog and culls underperformers. Currently, she has data on every product and its sales history, but it presents a challenge to represent it effectively. She will analyze current sales data and produce a report that explicitly identifies how each product\u2014both edible and nonedible\u2014performs. She wants to highlight \u201cwinners\u201d and \u201closers,\u201d but also recognizes that today\u2019s \u201closers\u201d may be the hit of tomorrow. Predicting constantly changing tastes and preferences is hard, but that is part of her job. It\u2019s not all science, and it\u2019s not all art. She has to have an eye for what will catch on tomorrow while continuing to provide information on what is hot today.<\/span><\/p>\n<p class=\"c5\"><span class=\"c0\"><strong>Suri<\/strong>\u00a0is responsible for data management at\u00a0<em>Favourites<\/em>. She gathers, analyzes, and presents information from the supply chain, sales, and marketing. She also works with vendors to ensure products are available when needed, makes sales predictions based on past sales history, and assesses the effectiveness of marketing campaigns.<\/span><\/p>\n<p class=\"c5\"><span class=\"c0\">The problem-solving group members already have certain information on hand. They recognize that customer retention is a key factor in contributing to their success. Attracting new customers is a constant goal, but they realize that it takes more effort than retaining existing ones. Thus, it is vital to ensure a quality customer service experience for existing customers and encourage them to refer friends. The group needs to determine how to promote this favorable customer behavior. <\/span><span class=\"c0\">Another contributing factor is that customers often abandon the shopping cart before completing a purchase, especially when purchasing edibles. The group members need to learn more about why this is happening.<\/span><\/p>\n<h2 id=\"h.4uzfyjmkw334\" class=\"c19\"><span class=\"c13\">Establish Criteria<\/span><\/h2>\n<p class=\"c5\"><span class=\"c0\">Establishing the criteria for a solution is the next step. At this point, information is coming in from diverse perspectives, and each group member has contributed information from their perspective, even though there may be several points of overlap.<\/span><\/p>\n<p class=\"c5\"><span class=\"c0\"><strong>Kevin:<\/strong>\u00a0Customers who complete the postsale survey indicate that they want to know (1) what is the estimated time of delivery, (2) why a specific item was not in stock and when it will be available, and (3) why their order sometimes arrives with less than a complete order, with some items back-ordered, without prior notification.<\/span><\/p>\n<p class=\"c5\"><span class=\"c0\">He notes that a tiny percentage of customers complete the postsale survey, and the results are far from scientific. He also notes that it appears the interface cannot cross-check inventory to provide immediate information regarding backorders. Hence, the customer \u201cbuys it\u201d only to learn several days later that it is not in stock. This seems especially problematic for edible products, as people often order them for special occasions, such as birthdays and anniversaries. However, we don\u2019t know this for sure because of the low participation rate in the post-sale survey.<\/span><\/p>\n<p class=\"c5\"><span class=\"c0\"><strong>Mariah:<\/strong> Four edible products frequently sell out. So far, we haven\u2019t been able to boost the appeal of other edibles, so people would order them as a second choice when these sales leaders aren\u2019t available. We also have several rare and exotic products that are slow sellers. They have potential but are currently underperformers.<\/span><\/p>\n<p class=\"c5\"><span class=\"c0\"><strong>Suri:<\/strong> We know from a postal code analysis that most of our customers are from a few specific geographic areas associated with above-average incomes. Few credit cards are declined, and the average sale is over $100. Shipping costs represent, on average, 8 percent of the total sales cost. We do not have sufficient information to produce a customer profile. There is no specific point in the purchase process where basket abandonment tends to happen; it happens uniformly at all steps.<\/span><\/p>\n<h2 id=\"h.dcsr3eefgdam\" class=\"c19\"><span class=\"c13\">Consider Possible Solutions to the Problem<\/span><\/h2>\n<p class=\"c5\"><span class=\"c0\">After listening to each other, the group begins brainstorming ways to address the identified challenges, focusing resources on solutions that are more likely to produce results.<\/span><\/p>\n<p class=\"c5\"><span class=\"c0\"><strong>Kevin:<\/strong> Can our programmers create a cross-index feature that links the desired product with a report of how many are in stock? I want the customer to know immediately whether the item is in stock and how long they may have to wait. As another idea, is it possible to add incentives to the purchase cycle that won\u2019t negatively impact our overall profit? I\u2019m thinking of offering a small volume discount on multiple items, or perhaps free shipping above a specific dollar amount.<\/span><\/p>\n<p class=\"c5\"><span class=\"c0\"><strong>Mariah:<\/strong> I recommend we hold a focus group where customers can sample our edible products and tell us what they like best and why. When the best-sellers are sold out, could we offer a discount on related products to provide an instant alternative? We might also cull the underperforming products with a liquidation sale to generate interest.<\/span><\/p>\n<p class=\"c5\"><span class=\"c0\"><strong>Suri:<\/strong> To gain a deeper understanding of our customers, we must incentivize them to complete the post-sales survey. How about a 5% off coupon code for the next purchase to encourage them to return and help us better identify our customer base? We may also want to establish a customer referral rewards program, but achieving results requires more accurate data. We should also explore the supply side of the business by securing a more reliable supply of our leading products and negotiating more advantageous discounts from our suppliers, especially in the edible category.<\/span><\/p>\n<h2 id=\"h.ubu9unstmchv\" class=\"c19\"><span class=\"c13\">Decide on a Solution<\/span><\/h2>\n<p class=\"c5\"><span class=\"c0\">Kevin, Mariah, and Suri may want to implement all the solution strategies, but they lack the resources. They\u2019ll complete a cost-benefit analysis, which ranks each solution according to its probable impact.<\/span><\/p>\n<h2 class=\"c5\"><span class=\"c30\">Implement the Solution<\/span><\/h2>\n<p class=\"c5\"><span class=\"c0\">Kevin is faced with designing the computer interface without incurring unacceptable costs. He firmly believes that the interface will pay for itself within the first year\u2014or, <span style=\"margin: 0px; padding: 0px;\">more bluntly, that\u00a0<em>Favourites\u2019<\/em> declining sales will worsen<\/span> if the website does not have this feature soon. He requests a meeting with top management to obtain budget approval and secure their agreement on one condition: he must negotiate a compensation schedule with the information technology consultants that includes delayed compensation in the form of bonuses after the feature has been successfully operational for six months.<\/span><\/p>\n<p class=\"c5\"><span class=\"c0\">Mariah knows that searching for alternative products is a never-ending process, but it takes time, and the company needs results. She decides to evaluate products that competing companies offer, especially in the edible category, on the theory that customers who find their desired items sold out on the <em>Favourites<\/em>\u00a0website may have been buying alternative products elsewhere instead of choosing an alternative from\u00a0<em>Favourites\u2019<\/em>\u00a0product lines.<\/span><\/p>\n<p class=\"c5\"><span class=\"c0\">Suri approaches the vendors of the four frequently sold-out products and asks, \u201cWhat would it take to get you to produce these items more reliably in greater quantities?\u201d By opening a communication channel with these vendors, she can motivate them to make modifications to improve reliability and quantity. She also approaches the vendors of the less popular products with a request for better discounts in return for their cooperation in developing and test-marketing new products.<\/span><\/p>\n<h2 id=\"h.95jsetaawbs\" class=\"c19\"><span class=\"c13\">Follow Up on the Solution<\/span><\/h2>\n<p class=\"c5\"><span class=\"c0\"><strong>Kevin:<\/strong> After several beta tests, the cross-index feature was implemented and has been in place for thirty days. Now customers see either \u201cin stock\u201d or \u201cavailable [mo\/da\/yr]\u201d in the shopping basket. As expected, Kevin notes a decrease in the number of chat and phone inquiries, such as \u201cWill this item arrive before my wife\u2019s birthday?\u201d However, he notes an increase in inquiries asking, \u201cWhy isn\u2019t this item in stock?\u201d It is difficult to tell whether customer satisfaction is higher overall.<\/span><\/p>\n<p class=\"c5\"><span class=\"c0\"><strong>Mariah:<\/strong>\u00a0<span style=\"margin: 0px; padding: 0px;\">By exploring the merchandise of competing merchants, she gained several ideas for modifying\u00a0<em>Favourites\u2019<\/em> product line to offer more flavors and other variations of<\/span>\u00a0popular edibles. Working with vendors, she found that these modifications cost very little. Sales are up within the first thirty days of adding these items to the product line. Mariah believes these additions also enhance the <em>Favourites<\/em>\u00a0brand identity, but she has no data to back this up.<\/span><\/p>\n<p class=\"c5\"><span class=\"c0\"><strong>Suri:<\/strong> So far, the vendors supplying the four top-selling edibles have fulfilled their promise of increasing quantity and reliability. However, three of the four items have sold out, raising the question of whether <em>Favourites<\/em>\u00a0needs to bring in one or more additional vendors to produce these items. Of the vendors with which\u00a0<em>Favourites<\/em>\u00a0asked to negotiate better discounts, some refused, and two of these were \u201cstolen\u201d by a competing merchant so that they no longer sell to\u00a0<em>Favourites<\/em>. In addition, one of the vendors that had agreed to offer a better discount was unexpectedly forced to cease operations for several weeks due to a fire.<\/span><\/p>\n<p class=\"c5\"><span class=\"c0\">This scenario enables us to recognize that the problem may have multiple dimensions and solutions, that resources can be limited, and that not every solution is successful. Even though the problem is not immediately resolved, the group problem-solving pattern and communication among the group members serve as a helpful guide through the problem-solving process.<\/span><\/p>\n<div class=\"textbox textbox--key-takeaways\">\n<header class=\"textbox__header\">\n<p class=\"textbox__title\">Reflection<\/p>\n<\/header>\n<div class=\"textbox__content\">\n<p>Now that you&#8217;ve learned about the reflecting thinking sequence through the seven-step process, consider the following reflection questions:<\/p>\n<ul>\n<li>What are the benefits of implementing the whole process?<\/li>\n<li>Describe the drawbacks to the seven-step problem-solving process.<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<div class=\"textbox textbox--examples\">\n<header class=\"textbox__header\">\n<p class=\"textbox__title\">References<\/p>\n<\/header>\n<div class=\"textbox__content\">\n<p><span class=\"c0\">Adler, R. (1996). <em>Communicating at work: Principles and practices for business and the professions<\/em>. Boston, MA: McGraw-Hill.<\/span><\/p>\n<\/div>\n<\/div>\n<div class=\"textbox textbox--exercises\">\n<header class=\"textbox__header\">\n<p class=\"textbox__title\">Attribution<\/p>\n<\/header>\n<div class=\"textbox__content\">\n<p><a href=\"https:\/\/pressbooks.openeducationalberta.ca\/saitbusinesscommunication\" rel=\"cc:attributionURL\">Business Communication for Success<\/a>\u00a0Copyright \u00a9 2021 by\u00a0Southern Alberta Institute of Technology\u00a0is licensed under a\u00a0<a href=\"https:\/\/creativecommons.org\/licenses\/by-nc-sa\/4.0\/\" rel=\"license\">Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License<\/a>, except where otherwise noted.<\/p>\n<\/div>\n<\/div>\n","protected":false},"author":101,"menu_order":4,"template":"","meta":{"pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"class_list":["post-394","chapter","type-chapter","status-publish","hentry"],"part":384,"_links":{"self":[{"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/pressbooks\/v2\/chapters\/394","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/wp\/v2\/users\/101"}],"version-history":[{"count":25,"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/pressbooks\/v2\/chapters\/394\/revisions"}],"predecessor-version":[{"id":2749,"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/pressbooks\/v2\/chapters\/394\/revisions\/2749"}],"part":[{"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/pressbooks\/v2\/parts\/384"}],"metadata":[{"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/pressbooks\/v2\/chapters\/394\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/wp\/v2\/media?parent=394"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/pressbooks\/v2\/chapter-type?post=394"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/wp\/v2\/contributor?post=394"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/wp\/v2\/license?post=394"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}