Designing Solutions for Problems in Business

Designing Solutions for Your Business Problems The concepts of plausibility and intended and unintended consequences in designing solutions for organizational problems. After coming up with ideas to solve organizational issues via plausibility, there is a need to create possible alternatives.

The logical thing after generating ideas would be to categorize the ideas and evaluate them along several aspects such as: what makes an idea the best solution to the current problem; what elements are missing in a solution and could be added to make it more effective; and what has to be done to actualize the idea. The idea may sound interesting and may appear as the best way to solve the problem. However, in designing solutions for organizational problems, researchers must take into account the significance of plausibility.

This is because the proposed solutions will likely have both intended and unintended consequences. There are different ways of coming up with plausible solutions. One of the ways is through forming structural designs. Structural designs are those based on values, hierarchical level, sex, age and so on. Through approaching organizational problems with structural design solutions, a researcher increases the likelihood of correctly identifying and defining the problem issue and forming more accurate solutions to the identified issues (Vandenbosch, n.d).

How does a researcher know that a solution idea is plausible? According to Vandenbosch, a plausible strategy is a strategy which is logical and defensible, and one that can take a broad, but realistic view of how the solutions will affect the issues at hand. A plausible strategy tolerates the lack of certainty and does not presume a narrow linear projection of change, instead, it accepts complexity. For organizations to be successful at adopting plausible strategies that can work, they should have transformational leaders.

Such leaders can make sure that the organizations look at both the intended and the unintended consequences. Any organization lacking transformational leadership will have problems. The leader might blame the problems on the lack of collaboration or motivation; however, the underlying cause would be the lack of transformational leadership (Vandenbosch, n.d).

The need to identify and evaluate intended and unintended consequences in designing solutions When designing solutions to organizational problems, researchers might try to come up with ways of solving the lack of collaboration, lack of motivation or even the lack of commitment from the employees, however, solving these might not solve the real problem. In the case that the problem is not solved, the researcher will need to look at the wider picture.

For instance, he or she would need to ask and ponder the question - what traits or behaviours would help solve the organizational problem? The answer to this lies in The Full Range Leadership Development (FRLD) of the heads of the organization. This would help make the leaders transformational. An organization will face several consequences, if it lacks transformational leadership. Traits and behaviours help organizations to adapt to competition, emerging trends and changing business environments (Sosik & Jung, 2010).

Thus, the key to designing solutions, in this case, and in any other similar case, would be in coming up with alternatives from which leaders could choose. Even though, taking time to evaluate alternatives looks like wasting efforts, the process usually yields important benefits in the long run. When choosing alternatives, one should not just focus on the possible effectiveness of the solution, but also on the will and capability of the organization to integrate the.