t of organizational objectives which provides a focus for the functioning of the organization, which in each instance are commonly understood and accepted by all four members of the troubleshooting organization. The fundamental issues and causal factors giving rise to this problem are as follows:
1. The troubleshooting organization is so unstructured that no one in the organization feels under any constraints to always act for the good of the troubleshooters organization as a whole.
2. Communications within the organization are poor and are impeded by the failure of the troubleshooting organization to act as a cohesive team.
3. An absence of any requirement for consensus among the four members of the troubleshooting organization in the development of recommendations simply encourages the individual members of the organization to act as individuals rather than as a team.
4. The egos of each of the four members of the troubleshooting organization are so large that any vision for the organization as a whole has become obscured.
The problem definition presented in the preceding discussion is supported by an assumption that neither Mr. Kingston nor the members of the executive committee are as pleased with the functioning of the team as public statements indicate. Both Mr. Kingston and the members of the executive committee support the proposal of for the appointment of a coordinator for the troubleshooting organizations who would act as liaison between the executive committee and the troubleshooting organization. One may reasonably assume that, while Mr. Kingston and the members of the executive are generally pleased with benefits the troubleshooting organization can bring to the company, they are a little tired of dealing directly with each of
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