September '18

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114 • RV PRO • September 2018 rv-pro.com D E A L E R S steps minimize the motivational problems associated with the resolution of the problem and make it easier for the manager to work with the employee during the implementation phases. Arriving at an appropriate and effective solution to remedy negative behaviors and attitudes need not take an inordinate amount of time. However, it should be done in a systematic manner, so that the employee is actively involved in the pro- cess, can readily see how the solution has been arrived at, and understands that it serves the interests of all involved. The following steps should be adhered to during the reso- lution process: Brainstorming The most practical approach to developing a workable and effective solution to a problem is through brainstorming. In these instances, the manager is limited to brainstorming ideas and solutions with the employee who has the problem and with other managers and superiors who are aware of the problem. This problem-solving approach produces specific benefits by identifying all possible solutions from every perspective. Addition- ally, it includes the employee in the resolution of the problem. Empowering the employee by giving him ownership of the solu- tion gives him a vested interest, realizing a successful outcome. Both the manager and employee should list every possible solution – even those that appear unlikely or impractical. Nothing should be dismissed without careful consideration; otherwise, a negative atmosphere – as opposed to an open- minded approach to a solution – will be created. Selection Criteria Obviously, not every choice brainstormed will be practical or feasible. However, before any idea is discarded, both the manager and employee should identify the criteria that will be used to evaluate each possible solution. Criteria should be established according to specific parame- ters that result in the successful resolution of the problem. These might include the cost, timeliness, time frames, effectiveness and total resolution of the problem so that it does not occur again. Other criteria can be selected that assist both parties in achieving the overall goal. Bracketing Choices Once the manager and employee have agreed upon the cri- teria, it is an easy task to filter all of the choices developed through brainstorming and to bracket the specific options meeting the selection criteria. Then, all other options are elim- inated from consideration. Given that the employee is actively participating in this process, he can see the logic of the decisions that will impact him, which eliminates resistance to the final resolution. Prioritize & Select the Best Option The bracketing of possible solutions will typically identify several options to resolve a problem. Both the manager and employee should reach a consensus and prioritize each of the solutions in order of their effectiveness. Invariably, the employee will not wish to see specific options chosen, given that it is not in his best interest or that it will take more effort than he is willing to invest. This is why a consensus should be reached as to what will ultimately constitute the best choices for a solution. The final step is to choose the best solution to the problem – one that satisfies both management and the employee while solving the problem. A poorly chosen solution to addressing a negative employee behavior can actually compound the problem.

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