The purpose of this assignment is to review the root causes of the problem and all of the previously tried, as well as new, solutions you researched to address the problem. From that information, potential solutions should be ranked based upon how well they meet the needs of the business and address the identified problem. After this process is completed, the best solution for solving the problem within your organization can be selected.
Complete the “Problem Solutions Matrix” spreadsheet using the data and information you collected through research and completion of the Stakeholder Analysis in Topics 2 and 3. In the Solution Design Matrix tab, you will address the solutions previously implemented and compare to the new proposed problem solution for addressing the problem within your organization. Be sure to consider the “Solutions Score” column number when documenting the solutions. Review how to score your solution in the directions on the spreadsheet.
When scoring your solutions, you must also consider the timeline for implementation, costs and benefits to key stakeholders and the greater good, potential roadblocks to implementation, and how you will measure and validate whether a solution is successful in addressing the problem. After all of these have been considered and the solutions have been scored, identify the top three most viable solutions and transfer them to the “Problems Solutions Matrix” Part 2 tab. You will then provide specific resources and data to support the problem-solving strategy and identify the best solution strategy as indicated in the spreadsheet.
Complete the “Problem Solutions Matrix” spreadsheet according to the directions.
APA style is not required, but solid academic writing is expected.
Current-State Matrix
| INFLUENCE | Negative | High | Positive | Military Service Members | Military Leaders | Government Officials | |||||||||||||||||||||||||||||||||||||
| Negative Support/ | Moderate | Positive Support/Moderate Influence (Plan) | Military Families | Mental Health Professionals | |||||||||||||||||||||||||||||||||||||||
| Negative Support/ | Low | Positive Support/Low Influence (Maintain) |
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| SUPPORT |
Stakeholder Template
| Name of Stakeholder | Description of Stakeholder | Role of Stakholder | Level of Knowledge in Program | Available Resources, Information, Influence, Money, Staff, Technology, etc. | Level of Interest | Level of Support | Level of Influence | Action Plan for Stakeholder Engagement | Level of interest | ||
| Active duty and reserve military personnel | Primary stakeholders | Access to military resources and information | Conduct surveys to gather their feedback, involve them in the process of developing and implementing morale-boosting programs and initiatives, and provide opportunities for them to share their experiences and ideas. | ||||||||
| Officers and senior enlisted personnel | Key decision makers | Access to military resources, information, and influence | Educate them about the impact of low morale on military readiness, involve them in the development and implementation of morale-boosting programs, and provide them with the necessary resources and support to ensure the success of these initiatives. | ||||||||
| Spouses, children, and other family members of military personnel | Secondary stakeholders | Medium | Limited access to military resources and information | Conduct surveys to gather their feedback, involve them in the process of developing and implementing morale-boosting programs and initiatives, and provide them with resources and support to help them cope with the challenges of military life. | |||||||
| Elected officials and policymakers at the federal and state levels | Influencers | Access to funding and influence | Educate them about the impact of low morale on military readiness and the need for increased funding for morale-boosting programs and initiatives. Lobby them to allocate more resources to military morale programs. | ||||||||
| Psychologists, psychiatrists, social workers, and other mental health professionals | Subject matter experts | Access to mental health resources and information | Involve them in the development and implementation of mental health and resiliency programs for military personnel and families. Provide them with resources and support to help them deliver effective mental health services. |
Brainstorming with an Affinity Diagram
Problem/Issue: Low morale within military
“Why” Question: Why are soldiers within the military experiencing low morale?
Favoritism
Multitasking
Time away from families
Long hours
Lack of vision/goals
Hostile work environment
Too-heavy work demands
Poor management
Improper training
Conflicting systems
Themes based upon commonalities
Systems
Leadership
Progression
Compensation and Benefits
Employee Training and Tools
Low compensation
Improper training
Conflicting systems
Hostile work environment
Favoritism
Time away from families
Multitasking
Too-heavy work demands
Lack of vision/purpose
Poor management
Connection
The majority of the members agree that there is a need to improve leadership training, hence this group has a lot in common with the Employee Training & Tools group.
Defined Problem: Low morale and productivity among Soldiers.
Why are soldiers within the military experiencing low morale?
· Workers report a deficiency of direction and believe their efforts are being wasted.
Why is that?
· Employees believe that many managers are not providing effective leadership.
Why is that?
· A large number of employees believe that their supervisors are more interested in furthering their own careers than in achieving the organization’s objectives.
Why is that?
· Workers have a negative impression of their workplace climate.
Why is that?
· People are promoted to positions of authority over which they have neither prepared nor expertise.
Why is that?
· Because of personnel turnover caused by promotions or transfers, many leaders feel pressured to find replacements for vacant positions. Every tier of management must have its own set of tests and training, but it’s easy for poor performers with toxic qualities to slip through the cracks when there are so many people to choose from.
Validate of root causes
Low morale is a result of the effects of toxic leadership, which may be witnessed in the military. There is evidence that working under a negative manager may lead to a decline in both effort and quality (by up to 38 percent) (Kerns, 2021). This lowers morale and has knock-on effects on teamwork, efficiency, and preparedness for missions. In order to solve this problem, Army supervisors at all levels must strictly enforce laws and promote open-door systems where undesirable behavior may be reported. The promotion of managers might be based on personality tests like those employed by large civilian organizations. Leaders who fail to deliver and have a negative influence on morale and productivity should be removed from their positions as soon as possible because they are a threat to both the training and battle environments.
Reference
Kerns, Z. D. (2021).
A Crisis of Low Morale: Support for the Military in America’s Working Class. US Army School for Advanced Military Studies.
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Writing a Problem Statement
Original problem or focus question
Low morale within military
Stakeholders who are most affected by the problem
Military personnel and their families
Impact to stakeholders
Low morale among military personnel can have serious consequences for both the individuals and the organization as a whole. Low morale may have a negative effect on production because soldiers may lose interest in or enthusiasm for doing their jobs properly. There may be an increase in absenteeism if soldiers aren’t inspired to show up for work. Additionally, low morale can contribute to increased rates of attrition, as soldiers may choose to leave the military in search of a more fulfilling and supportive work environment. The decreased job satisfaction and motivation can also negatively impact employee retention, as soldiers may be less likely to stay with the military for the long term. Low morale can also lead to decreased commitment to the mission and lower levels of trust in leadership, which can have far-reaching consequences for the organization and its ability to achieve its goals. Ultimately, addressing the issue of low morale is critical for promoting the well-being of military personnel and ensuring the effective functioning of the organization.
Type of problem
The problem in the military is one of attitude, specifically, low morale among personnel. This is due to a lack of recognition for their contributions, inadequate support in their duties, and poor leadership that fails to address their needs and concerns. These issues can lead to decreased productivity, higher rates of absenteeism and attrition, and decreased job satisfaction and motivation. It is crucial that the military addresses these problems in order to promote a positive work environment, improve performance, and retain valuable personnel.
Suspected cause(s) of the problem
Poor leadership, inadequate support, lack of recognition and resources
Goal for improvement and long-term impact
The overall morale of soldiers is aimed to be raised to 85% during the next 2 years as a means of addressing the problem of poor morale in the military. This can be achieved through various initiatives such as providing regular recognition and appreciation for their hard work, improving support systems for the personnel, and enhancing leadership skills through training and development programs. With improved morale, military personnel will have a higher level of job satisfaction and motivation, resulting in increased productivity, reduced absenteeism, and attrition rates. This, in turn, will have a positive long-term impact on the overall efficiency and effectiveness of military operations and the maintenance of the high standards and values of the military.
Proposal for addressing the problem and determining impact from Christian worldview perspective
From a Christian worldview perspective, addressing low morale in the military should involve not just improving work conditions, but promoting human flourishing and creating a positive work environment. A comprehensive leadership training program is crucial in this process, as it will equip leaders with the skills and knowledge necessary to effectively support and motivate military personnel. Providing adequate support and resources to military personnel and their families is also crucial in improving morale, as it demonstrates the value placed on the well-being of military personnel. Recognizing the achievements and contributions of military personnel is another important aspect, as it boosts their sense of self-worth and motivation to perform at their best. Overall, a holistic approach to addressing low morale in the military, grounded in a Christian worldview, will have a positive impact on the well-being and productivity of military personnel, and ultimately contribute to the success of the military organization.
Final problem statement
Low morale within the military has a significant impact on military personnel, leading to decreased productivity, higher rates of absenteeism and attrition, decreased job satisfaction, and motivation. The root causes of low morale include poor leadership, inadequate support, lack of recognition, and resources. To increase overall morale to 85% within the next 2 years and promote human flourishing, a comprehensive leadership training program, adequate support and resources, recognition of achievements and contributions, and a positive work environment are needed.
Documentation of sources
Kerns, Z. D. (2021).
A Crisis of Low Morale: Support for the Military in America’s Working Class. US Army School for Advanced Military Studies.
© 2019. Grand Canyon University. All Rights Reserved.
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Template
| Source of Date | Date Data Collected | Description of Data | Type of Data | Anticipated Hypothesis Test | |
| Employee Survey | 1-Jan-23 | Quantitative | Chi-squared test of independence to determine if there is a significant association between job satisfaction and perception of recognition | ||
| Operations Reports | 5-Jan-23 | Data on productivity and efficiency metrics from the past year | Paired t-test to compare productivity and efficiency before and after implementation of new policies or initiatives | ||
| Interviews with Managers | 10-Jan-23 | Qualitative | Thematic analysis to identify key themes and patterns in the interview data | ||
| External Research | 15-Jan-23 | Information on strategies and solutions implemented by other companies to address low morale and employee engagement | Content analysis to identify common themes and patterns in the strategies and solutions, and assess their potential effectiveness in the military context |
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Benchmark – Data Collection
Student’s name
Instructor
Course
1
Date
PART 1
The data represents various metrics related to the low morale problem in an organization. The Y-axis data includes employee turnover rates, sick days taken, productivity levels, employee satisfaction survey results, disciplinary actions taken, performance metrics and targets, absenteeism rates, and customer satisfaction ratings. The X-axis data represents the percentage range for each metric. The data is collected from different sources, including Harvard Business Review, Military Personnel Office, employee surveys, interviews with managers, and operations reports. Each source provides a different perspective on the problem and the effectiveness of the previous solutions. The data shows that some metrics have improved, while others have not met the target. The data from interviews with managers provides qualitative information about the success of previous solutions, while the other sources provide quantitative data to measure the impact of the problem.
PART 2
The given data represents the customer response, employee satisfaction, and cost-effectiveness of different solution options, namely the employee recognition program, management training program, and team building activities. Based on the data, it can be seen that the employee recognition program received a 75% customer response and an 85% employee satisfaction rating, with a low cost-effectiveness. The management training program had an 85% customer response and a 70% employee satisfaction rating, with a medium cost-effectiveness. Lastly, the team building activities had an 80% customer response and an 80% employee satisfaction rating, with a high cost-effectiveness. These results suggest that the team building activities option could be the most viable solution, as it received positive responses from both customers and employees and was also cost-effective.
PART 3
The table shows three different solution options for addressing a problem, with corresponding ratings for customer response, employee satisfaction, and cost-effectiveness. The first option, the employee recognition program, received a 75% rating for customer response, meaning that it was seen positively by a majority of customers. It also received an 85% rating for employee satisfaction, indicating that employees felt recognized and valued. However, it was rated low for cost-effectiveness, suggesting that it may be an expensive solution. The second option, the management training program, had a higher rating for customer response at 85%, but a lower rating for employee satisfaction at 70%. It was rated medium for cost-effectiveness. The third option, team building activities, received a rating of 80% for both customer response and employee satisfaction, indicating that it was well-received by both groups. It was also rated high for cost-effectiveness, suggesting that it may be an affordable solution. These ratings can help inform decision-making about which solution to choose based on the organization’s priorities and resources.
References
Kerns, Z. D. (2021).
A Crisis of Low Morale: Support for the Military in America's Working Class. US Army School for Advanced Military Studies.
Research Collected Data
Employee Turnover Rates Harvard Business Review Military Personnel Office Employee survey Interviews with managers Operations reports 0.15 0.18 0.1 0 0.2 Sick Days Taken Harvard Business Review Military Personnel Office Employee survey Interviews with managers Operations reports 7 8 5 0 10 Productivity Levels Harvard Business Review Military Personnel Office Employee survey Interviews with managers Operations reports 0.8 0.75 0.85 0 0.7 Employee Satisfaction Survey Results Harvard Business Review Military Personnel Office Employee survey Interviews with managers Operations reports 0.75 0.6 0.8 0.6 0 Disciplinary Actions Taken Harvard Business Review Military Personnel Office Employee survey Interviews with managers Operations reports 20 25 10 0 30 Performance Metrics and Targets Harvard Business Review Military Personnel Office Employee survey Interviews with managers Operations reports 0 0 0 0 0 Absenteeism Rates Harvard Business Review Military Personnel Office Employee survey Interviews with managers Operations reports 0.1 0.12 0.08 0 0.15 Customer Satisfaction Ratings Harvard Business Review Military Personnel Office Employee survey Interviews with managers Operations reports 0.9 0.85 0.95 0 0.8
Summary Of Additional Research Findings
Customer Response
Employee recognition program Management training program Team building activities 0.75 0.85 0.8 Employee Satisfaction
Employee recognition program Management training program Team building activities 0.85 0.7 0.8 Cost-Effectiveness
Employee recognition program Management training program Team building activities 0 0 0
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Solutions Design Matrix
| Problem Solutions Matrix | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Directions: You will use this matrix to record previous attempts to address the problem and proposed problem solutions. Complete the columns on the matrix as directed. For the “ | Previous Problem Solution | Proposed Problem Solution | 1 | 3 | 5 | Customer Importance | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Efficiency | Quality | Employee Satisfaction | Cost Effectiveness | Solutions Score | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Rank each items as a 1, 3, or 5 with 5 as highest ranking. Note: Customer Importance is weighted more heavily than other categories. | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Ex: | Update and provide more training to Call Center staff | 14 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Ex: | Change CRM rules for highest error categories | 24 |
Problem Solutions Matrix Part 2
| Directions: Transfer the data for columns A-G from your original Problem Solutions Matrix spreadsheet file. Complete column H by following using the note provided. |
| Research Data and Examples |
| NOTE: List specific resources used to find examples, relevant statistics data, and facts regarding the effective implementation of the problem solving strategy in related businessess. Cite all resources using APA format. |
| Used data analysis from root cause analysis and hypothesis testing of significant variables to identify high impact solutions. |
| Directions: In the space below, indicate which problem solution you have selected and justify why you think this will be the most effective way to address the problem you have identified in your organization. |
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