Bgcmvny the 5 Why's Method of Problem

BGCMVNY The 5 why's method of problem solving was developed as part of the Six Sigma program. The methodology begins with asking one question, then another, then another, until the root cause of the problem is identified (Mantkelow, 2014). The 5 why's method is useful for a couple of reasons. The first is that it helps to drive to the root cause of the problem -- the assumption being that the problem on the surface is probably just a symptom of a larger, underlying problem.

For example, suppose donations to the Boys and Girls Club are down -- that is a symptom. There might be an underlying cause in there, and the problem if it is solved at that level will truly be solved (iSixSigma, 2014). The response then, for the organization is to ask why until the root cause is identified -- maybe fundraising is down because there aren't as many volunteers as their used to be.

Maybe there arean't as many volunteers because there was a scandal a few years back (not saying this is the case -- this is only hypothetical). Maybe there was a scandal because of an organizational culture issue, and maybe that has its roots in a certain employee in a position of power. The point is that by looking at multiple layers of causation the organization can more accurately identify and solve root problems. The pro/cons approach helps to evaluate a decision alternative that has been brainstormed.

Usually an organization will have a number of different alternatives for solving a given problem. By looking at each alternative and determining its pros and cons, the organization can gain a better perspective on which of the alternatives is the best one, and which one might have unforeseen challenges. 2. It is important to use the right decision-making tools. In most organizations, there is no formal decision making tool used and it might be the case with the Boys and Girls Club as well.

Decisions are often made, roughly, using a pro/con analysis but the process lacks formality. Consensus is often important, but there is a degree to which the informal nature of the process hinders its effectiveness. The ad hoc use of decision-making tools is something that most managerial texts would not recommend, but rather that there be a consistent, formal system for making decisions. 3. There are a number of key leadership qualities identified by Roberts in his book Leadership Secrets of Attila the Hun.

He note them to be: loyalty, courage, desire, emotional stamina, physical stamina, empathy, decisiveness, anticipation, timing, competitiveness, self-confidence, accountability, responsibility, credibility, tenacity, dependability and stewardship. The leaders in the organization seem to be effective in terms of their stewardship, as the Boys and Girls Club of Mount Vernon has been quite successful in its 100-year history.

The leaders are also decisive, have empathy and they are dependable, accountable and responsible They seem to be more of the servant leadership type, setting a baseline of behavior for the organization and ensuring it is able to move forward. The Greenleaf Center that promotes servant leadership singles out empathy and stewardship as critical traits, and the other traits demonstrated by the leadership at the BGCMV are also key attributes of this leadership style. There are some leaders of the past who fit this profile fairly effectively.

Jim Sinegal, who was the CEO of Costco for many years and built it into the entity it is today, is a good example from the corporate world. He viewed his role as being to facilitate the excellence of the organization, and provide the people within the organization with the means by which they can excel. Most examples of this type of leadership, however, come from outside of the corporate world.

For example, Richard Murphy, who founded the Harlem Children's Zone and the Beacon Schools, has been cited as an example of servant leadership in the New York area, using his skills and resources to enable others within his organizations to contribute to the community (Schmitz, 2013). 10 Questions for Discussion with the Staff 1. How do you feel about your work at BGCMV? 2. Do you feel that in your work you receive sufficient guidance from management? 3. How is your communication with senior management? 4.

Do you sense that management is engaged in the work that they are doing here? 5. If you felt like you.