Managerial Problem Solving

Abstract

Illustrates how organizational culture can stifle effective problem solving and decision making. In the organization in question this had critical implications for quality, staff retention and organizational change. The myopic, non‐innovative generation of apparent solutions to major organizational problems made the organization a victim, not a master, of change. Precedent determined action so that “more of the same” becomes the forte of the organization. Investigates the nature of the organizational culture and the mechanisms of influence it exerted over the problem‐solving process. The research utilized a qualitative methodology well suited to investigating organizational culture and was based in a civil service agency. Suggests an alternative, or model, culture, the adoption of which would enable the organization to cope with environmental and organizational change. Offers recommendations which derive from the research.