2 PROBLEM ANALYSIS: CLASSIC AIRLINES
This paper will explore the nine-step problem solving process through an analysis
of Classic Airlines. These nine steps begin with step 1; Describe the Situation, which
involves identifying key concepts, issues and opportunities, stakeholder perspectives and
ethical dilemmas. Step 2, Frame the Right Problem, requires that the right problem be
broadly stated so many possibilities can be examined. Describe the End-State Goals is
step 3. In this step Classic Airlines will know it has become what it wants to become.
Step 4, Identify the Alternatives and Benchmarking Validation, allows Classic Airlines
the opportunity to look at other companies and develop techniques that will help it
overcome weaknesses and implement best practices for those areas. Step 5, Evaluate the
Alternatives, lets Classic examine and judge carefully between two or more possibilities.
Once these choices have been made, step 6, Identify and Assess Risks, allows Classic
Airlines to look at potential risks and negative consequences so the solution can be
eliminated if necessary and mitigation can take place. Step 7, Make the Decision, allows
for risks to be identified and explored. The decision that is made is the best based on
facts. Step 8, Develop and Implement the Solution, defines the work that is to be done,
how it will be done, when, and by whom. The last step, step 9, Evaluate the Results, tells
what is the expected outcome, how is the outcome measured, and is the outcome in
alignment with Classic's end-state goals. This nine-step concept of problem-based
learning is then summed up in a conclusion.
Describe the Situation
Issue and Opportunity Identification
Classic Airlines is the world's fifth largest airline. Its fleet consists of more than
375 jets serving 240 cities with more than 2300 daily flights. Classic has grown to an