This process leads one toward identification of the true problem the basic, no-frills, no-cover-up, no band-aid actual cause of the problem. So, what are the real problems? Consider the double-loop method of problem analysis as described in Argyais and Schon’s book Organizational Learning.
But could it also be true that many owner/managers handle things in an oblique and inefficient way, spending money and energy in the wrong places? For instance, is it possible that we could actually pay our people more and charge our customers less if the costs of doing business were spread out a little differently, if we were more efficient in attacking the real problems? Yes, of course, service rates are a major influence. TAS and telemessaging is a commodity and, although quality is important, in the end, success is a function of price.” Here’s the classic industry excuse for offering meager pay scales (which certainly doesn’t help employee retention) “This is a cut-throat, hyper-competitive, low-service-rate industry and we just can’t pay a decent wage. This owner says the largest problem is the mandated increase in the minimum wage! Another owner has a well thought-out, documented punishment procedure for giving people time off from work for non-performance or “bad attitude”. Another owner has indicated to me that staff turnover is not the largest problem in their service (although it is the number two problem). I know of a service in which the owner says “we always have someone in training.” This is a relatively small service. Okay, why is there such turnover? Among ourselves, why are we constantly trading tips and secrets in an attempt t o stem the tide of constant turnover and training? Why do we agonize over this issue? Why do we endlessly berate ourselves, and the telecom industry in general, for this predicament?
According to Sir Ockham, the solution will be simple. We need a philosophy and a system that naturally produces a long-term, high-quality staff. Instead, it’s the owner/manager’s inability to address real problems and needs and then produce a system that works over the long haul. It’s my personal perception that it’s not unqualified people or poor training that is the problem. In our industry, it’s an accepted fact of life that secretaries come and go too rapidly. Employee turnover and training are the major topics in our get-togethers, both in general sessions at association meetings and in one-on-one discussions between owners. What do telemessaging and call center owners and managers want from their telephone secretaries? The short list includes high quality performance and long-term service (needless to say, we would also do just about anything for cheerful and constructive attitudes). It states that entities should not be multiplied beyond necessity, or that one should choose the simplest explanation, the one requiring the fewest assumptions and principles. Ockham’s Razor is a principle, attributed to the 14th-century English philosopher William of Ockham.
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