Norwood,South Carolina,had been a thriving community thanks to the Herndon Furniture Plant which provided jobs for almost half of the residents.To remain competitive,the plant eliminated about half of their furniture lines,outsourcing them to China.Norwood suffered a serious economic downturn. The local congressman set up a committee to try to address economic issues in the town and surrounding areas.One of the recommendations was to create an outdoor sports and entertainment destination by the Tentee River that runs through town.The state provided some funds for a recreation analyst to create a plan.This plan involved a study of the river,plans for overflow water in case of flooding,and a four-year program to build facilities.
The plan was accepted by the committee,but to take full advantage of state funds,donations,and tax credits,the River Center had to be operational within two years.The committee was led by a local business person who was aggressive,overly optimistic,and more conceptual in his approach toward decision making.He believed that everything would work out just fine,and he convinced to committee to move forward without conducting the full range of studies.The committee was most concerned about starting the project as it would bring jobs to the areas and less concerned about doing feasibility studies.Despite some controversy,certain aspects,like the overflow plan,were put on hold until after the facility was operational.It's not clear that the committee had completed consensus about starting the work,but the leader pushed it through just the same.
Three months before the River Center was to open,the river flooded.All of the docks and buildings were destroyed.Norwood was worse off than when the plan started.
Apply the 3-Step Problem-Solving Approach and the Organizing Framework to suggest potential solutions for this problem.
Apply the 3-Step Problem-Solving Approach to OB

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The Answer of Norwood,South Carolina,had been a thriving community thanks to the Herndon Furniture Plant which provided jobs for almost half of the residents.To remain competitive,the plant eliminated about half of their furniture lines,outsourcing them to China.Norwood suffered a serious economic downturn. The local congressman set up a committee to try to address economic issues in the town and surrounding areas.One of the recommendations was to create an outdoor sports and entertainment destination by the Tentee River that runs through town.The state provided some funds for a recreation analyst to create a plan.This plan involved a study of the river,plans for overflow water in case of flooding,and a four-year program to build facilities.
The plan was accepted by the committee,but to take full advantage of state funds,donations,and tax credits,the River Center had to be operational within two years.The committee was led by a local business person who was aggressive,overly optimistic,and more conceptual in his approach toward decision making.He believed that everything would work out just fine,and he convinced to committee to move forward without conducting the full range of studies.The committee was most concerned about starting the project as it would bring jobs to the areas and less concerned about doing feasibility studies.Despite some controversy,certain aspects,like the overflow plan,were put on hold until after the facility was operational.It's not clear that the committee had completed consensus about starting the work,but the leader pushed it through just the same.
Three months before the River Center was to open,the river flooded.All of the docks and buildings were destroyed.Norwood was worse off than when the plan started.
Apply the 3-Step Problem-Solving Approach and the Organizing Framework to suggest potential solutions for this problem.
Apply the 3-Step Problem-Solving Approach to OB

Norwood,South Carolina,had Been a Thriving Community Thanks to the Herndon