A problem that has been identified as a silent killer in an organization is communication problems. Communication problems have the ability to cost the firm its profitability and productivity, owing to the lack of information exchange that is essential for the normal functioning (Groysberg & Slind, 2012, para. 1). It is unfortunate that even though the modern society is not limited to face-to-face communication as was the case a few decades ago, communication problems continue to affect how an organization operates and performs. Many renowned firms that operate worldwide are among the victims of problems with communication and are currently struggling to catch up and gain their competitive advantage. A good example is Nokia, one of the known mobile-phone producer which succumbed to the problem of communication, even though it was a high-tech firm that manufactured electronic communication devices (Groysberg & Slind, 2012, para. 3). Communication is a real threat to the growth and goal achievement of an organization and therefore, this section of the paper seeks to conduct a problem analysis of this issue.

There are a number of tools that can be utilized to help analyze a communication problem. First is Appreciation; this is a tool that seeks to extract quality information from the facts that are presented by asking “so what” (Manktelow, 2009, p. 61). After identifying the impending problem, in this case, communication problem, the next question to ask is, so what? For instance, in case the root cause of the communication problem is board members receiving inconsistent messages that cause confusion and distrust; that is, the director sending a different message concerning the issues that should be given priority. Applying the Appreciation tool for analyzing the problem will help gain more insight into the problem. The Cause and Effect Diagrams are also useful tools in problem analysis and it seeks to ensure that all elements that relate to the problem have been considered (Manktelow, 2009, p. 62). The idea is that the causes of the problem will be determined. For example, in the communication problem identified above, power imbalance among the director and board would be the cause of the communication problem as each attempt to demonstrate superiority and ensuring that the issues they believe important should be prioritized and accomplished first.

The Cause and Effect Diagrams operate in almost the same manner as the next tool that can be utilized in addressing communication problems and that is the five whys. The 5 Whys seek to get to the root cause of the problem and has helped identify power imbalance between the director and the board. It did not provide quick answers and may have to be used in conjunction with other tools to help with problem identification. When using this tool it is best to begin at the end and work in reverse to the root cause, asking the why questions (Manktelow, 2009, p. 62).

Affinity Diagrams are tools that assist in problem analysis by organization ideas on how the problem can be solved into common themes. Identification of the numerous ideas that are later organized starts with brainstorming of the root causes of the problem and the possible solutions for the same (Manktelow, 2009, p. 64). In the current problem where the board receives inconsistent messages; one of the root causes that has been identified is power imbalance among the director and president. However, another possible cause of the issue is a lack of control boundaries, by which the director is unaware of their control limits, and thus, the board delegates duties to some of the others believing that they are operating within their power limits. The view is that the director should be made aware of the volunteers that work to assist the theatre to avoid confusion when prioritizing tasks and assigning duties.

Another tool that can be effective in problem analysis is the Appreciative Inquiry tool, which seeks to determine what is going right amidst the situation. It starts by identifying the problem by going through the four phases referred to as the D’s, discovery, dream, design, and deliver (Manktelow, 2009, p. 69). With this tool, we appreciate the positives and that communication is occurring then conduct an inquiry of the problem in order to get an understanding of how new possibilities will result in the problem being resolved, can be unlocked.

The Path-Goal Theory can be utilized in this problem analysis as it focuses on how leaders inspire their followers to accomplish the designated goals. In other words, this theory expounds on ways through which leaders can assist their followers to attain their goals by identifying certain behaviors that align with the demands of the followers (Northouse, 2016, p. 115). In the current problem the followers’ confusion originates from the unclear directives that the leaders are issuing and therefore, the best leadership behavior that aligns with this problem analysis is directive leadership. Directive leadership ensures that the leader issues clear instructions concerning the tasks that followers are expected to accomplish, as well as the deadlines; this means that employees will not be confused or develop distrust towards the leader (Northouse, 2016, p. 117).

Since the extent of the communication is not huge, it would be nice if it was resolved, although it has the ability to be a long-term problem that can influence the operations of the organization negatively. As a leader the role I play in the organizational culture influences the problem, because I should communicate clearly to the director and the board of directors to avoid confusion and distrust. The problem affects the theatre and it is not only my problem, because it affects the productivity of the board and volunteers, which culminates in a decline in attendance and profits; it has the ability for high board turnover and tarnishing the reputation of the theatre.

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