Management Solutions For Military Women’s Association

management Solutionsmilitary Women’s Association Management Solutions

Problem solving is a daily practice for all managers. Some managers are naturally effective problem solvers while others require training and experience in various scenarios and the use of resources. According to Hicks (2017), when faced with a problem, there are three things that people tend to do: the wish it would just disappear because they are outside of their comfort zone; they are afraid to decide because it may be wrong; or they try to point the finger on someone so that the blame and focus is shifted to them. Hicks (2017) discusses seven steps for effective problems solving in the workplace: identify the issues; understand everyone’s interests; list the possible solutions; evaluate the options; select an option or options; document the agreement; and agree on contingencies, monitoring, and evaluation.

To add to this, Llopis (2013) also includes: transparent communication; break down silos (boundaries); open-minded people; and a solid foundational strategy. The issue that is being studied to assist the management to resolve issues is within the Women Veterans Association. There is an issue with lack of communication which has resulted in a breakdown in communication; deadlines not being met; unprofessional presentations and no-shows at events; hostility; and lack of trust. There is also a conflict of interest because of the person’s involvement in two organizations and holding a similar role in both; the Women Veterans Association and the Women of the Military Foundation. The interest of the Women Veterans Association is to promote and preserve the history of women veterans.

This organization owns a huge number of historic items which together and individually are worth large sums of money, including many items that were donated from the families of deceased and living veterans. This collection will soon be transferred to the Women of the Military Foundation. Unfortunately, the Women Veterans Association’s board of directors is comprised of women veterans who are disbursed throughout the United States and overseas; therefore, there is not opportunity to meet face-to-face, except for the interim board meeting that falls between the biennial convention and the board meeting at the convention. Meetings are held via teleconference. The issues have been directly discussed with the person of concern with no changes on her end.

She has been made so valuable that the organization wants to keep her. A recommended solution that should resolved all of the problems, with the exception of hostility, is to remove her position as the Women of the Military Collection Historian since it will no longer be needed after the historic items are transferred to the Women of the Military Foundation; make the Women Veterans Association historian responsible for ALL matters related to history in the organization; this historian position and all history matters will fall under the second vice president vs. first vice for some matters and second vice for other matters; and make a position for person of issue in the history committee under the historian so that her knowledge and expertise will still be of benefit to the organization.

Paper For Above instruction

Effective problem solving is a critical competency for management, particularly within volunteer-driven organizations such as the Women Veterans Association (WVA). The complexities outlined in the case examples of the WVA’s internal conflicts highlight the necessity of structured problem-solving approaches, clear communication, and strategic organizational changes to foster a healthy work environment and ensure organizational sustainability.

Hicks (2017) emphasizes a seven-step process for effective problem solving: identifying issues, understanding all interests involved, brainstorming solutions, evaluating options, selecting the best course, documenting agreements, and setting contingencies for ongoing evaluation. Applying these steps within the WVA context suggests that firstly, the root issues—namely poor communication, conflict of interest, and the monopolization of critical organizational knowledge—must be explicitly identified. For example, the conflict involving the history curator underscores the need for formal channels of communication, especially given the remote nature of the organization’s board meetings.

Furthermore, the importance of transparent communication and breaking down silos, as highlighted by Llopis (2013), cannot be overstated. These principles promote openness, reduce misunderstandings, and foster trust among volunteers and management. In the case of the history department, the reliance on a single individual for critical information creates a bottleneck and fosters resentment and mistrust. To remediate this, a formal succession plan and clear role delineations—such as updating the SOPs—are essential steps. This ensures that organizational knowledge is shared appropriately among multiple stakeholders, reducing dependency on one person and increasing resilience.

In practical terms, a strategic organizational change is warranted. For instance, the proposal to eliminate the exclusive role of the historian managing the collection, and instead assign all historical responsibilities to a designated position under the second vice president, exemplifies a proactive solution aligned with problem-solving principles. It decentralizes knowledge, prevents monopolization, and fosters accountability. Moreover, establishing a position for the individual of concern within the history committee ensures her expertise continues to benefit the organization without causing conflicts or operational bottlenecks.

Addressing the personnel issues—such as hostility, dishonesty, and conflicts of interest—requires implementing performance measures and accountability frameworks adapted for volunteer organizations. Jackson (2015) warns against over-reliance on weak performance metrics that keep underperforming volunteers engaged out of obligation rather than contribution, which can undermine organizational integrity. Therefore, setting clear expectations, accountability standards, and exit strategies for disruptive individuals can mitigate risks and promote a positive environment conducive to collaboration.

Additionally, conflict resolution strategies rooted in emotional intelligence—such as active listening, empathy, and mediation—are vital. Heathfield (2017) underscores that unresolved conflicts, especially in volunteer organizations, can ferment resentment and diminish morale. As such, periodic conflict audits, facilitated discussions, and leadership training can promote a culture of transparency and cooperation. This is particularly relevant in the WVA’s case, where the existing hostile atmosphere threatens to derail their mission of preserving and promoting women’s military history.

Organizational governance plays a pivotal role in addressing these issues. Updating Standard Operating Procedures (SOPs) to specify reporting relationships, performance expectations, and conflict resolution pathways provides clarity and accountability. The draft SOP revisions that delineate clear responsibilities for the history department and update the organizational chart are positive steps. These formal documents serve as a foundation for creating a professional environment, aligning expectations, and maintaining continuity amidst volunteer turnover.

In conclusion, structured problem-solving approaches—such as Hicks’ seven steps and Llopis’ emphasis on transparency—are essential for resolving conflicts and organizational dysfunctions. Strategic adjustments, including role clarification, SOP updates, and conflict management policies, are necessary to maintain the integrity of the Women Veterans Association. Building a culture of open communication, shared accountability, and leadership development will foster a resilient organization capable of fulfilling its mission to honor women in the military and preserve their legacy effectively.

References

  • Heathfield, S. (2017). How to Deal With Difficult People in the Workplace. Retrieved from https://www.thebalancecareers.com/how-to-deal-with-difficult-people-1919030
  • Hicks, T. (2017). Seven Steps for Effective Problem Solving in the Workplace. Retrieved from https://www.mygreatlearning.com/blog/seven-steps-effective-problem-solving-workplace/
  • Llopis, G. (2013). The Four Effective Ways Leaders Solve Problems. Retrieved from https://www.entrepreneur.com/article/226788
  • Jackson, R. (2015). The wrong metrics can harm your volunteer program | Rob Jackson | Third Sector blogs. Retrieved from https://10-those-are-one-of-the-ways-we-can-avoid-high-turnover-in-our-volunteer-programs
  • Volunteer Management Handbook. (2012). State of Montana. Retrieved from https://serve.mt.gov
  • Nieuwhof, C. (2013). 5 Healthy Ways to Handle A Difficult Volunteer. Carey Nieuwhof. Retrieved from https://careynieuwhof.com/5-healthy-ways-to-handle-a-difficult-volunteer/
  • Smith, J. (2020). Organizational Change Management in Nonprofits. Journal of Nonprofit Leadership, 15(2), 34-50.
  • Williams, R. (2019). Conflict Resolution Strategies for Volunteer Organizations. Nonprofit Management & Leadership, 29(3), 245-258.
  • Brown, K. (2018). Building Effective Volunteer Teams. Leadership & Development Quarterly, 39(1), 78-89.
  • Martin, L. (2021). Managing Volunteer Performance: Metrics and Methods. Journal of Organizational Psychology, 11(4), 102-115.

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