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Perpetuating a Problem-Solving Culture 81

employees. In the same vein, speaking badly of employees not
only sets a bad example but also creates divisiveness among
the staff.

All of these defensive actions have certain traits in common. First,
not one of these behaviors will consistently help managers or their
employees solve problems. Second, they deter employees from
being as productive as they can be. Remember, actions or reac-
tions that do not lead managers or their employees one step closer
to a reasonable want—a want that serves the best interests of the
department—are defensive behaviors. Finally, defensive behav-
iors block people, and thus an entire department, from steadily
moving forward. Such behaviors may have short-term value and
achieve short-term results, but in the journey to success, habitual
defensiveness is a dead end.

Helping Employees Learn the

Problem-Solving Model

Now you have learned about both the problem-solving culture
and the toxic culture. Assuming you want to perpetuate the more
productive culture, consider what happens when your staff mem-
ber, Harry, comes to you and says, “I’ve got a problem and I need
your help.” You can provide him assistance in framing and solving
his problem through the three-step process. This process refl ects
the basic philosophy of a problem-solving culture, which is that
all employees are worthy of respect. A good manager respects
employees’ emotions, options, and abilities to solve problems on
their own or with some coaching.