BMAL 500DISCUSSION ASSIGNMENT INSTRUCTIONSOVERVIEWYou will p

BMAL 500
DISCUSSION ASSIGNMENT INSTRUCTIONS
OVERVIEW
You will participate in a Discussion based on concepts from the
required reading for the given
Module: Week, organizational situations, and your own
research. Each Discussion is completed
in 2 parts: a thread and 2 replies to classmates’ threads.
INSTRUCTIONS
Thread: Choose only one of the two provided business cases
from the module textbook Learn
items. At the end of each problem-solving case, you will be
required to attest that you read the
case which will be worth zero points. Once completed, you will
respond in the proper discussion
to the case using the problem-solving framework. Each thread
must be 500–750 words.
The following 4 sources must be included in your thread:
The textbook,
The chosen case study,
At least 1 peer-reviewed journal article,
1 passage of Scripture
All sources must be used in current APA format, the
aforementioned is a minimum list.
Replies: Provide 2 thoughtful replies to the threads of
classmates. Each reply must include an
analysis of your classmates’ threads, based on any experience
from your own professional career
(if applicable) that might be relevant. All replies must be 200–
250 words. Also, be sure to
integrate the required reading in a logical and relevant manner.
You must cite:
The textbook,
1 passage of Scripture, and

1 peer-reviewed journal article
Submit your thread by 11:59 p.m. (ET) on Thursday of the
assigned Module: Week, and submit
your replies by 11:59 p.m. (ET) on Sunday of the same Module:
Week.
The only exception for the Sunday deadline is the Discussion in
the final week of class. Replies
will be due Friday 11:59 p.m. (ET) of Module 8: Week 8.
NOTE: This course utilizes the Post-First feature in all
Discussions. This means you will only be
able to read and interact with your classmates’ threads after you
have submitted your thread in
response to the provided prompt.
ENV 5302, Solid Waste Management 1
Course Learning Outcomes for Unit VII
Upon completion of this unit, students should be able to:
2. Evaluate the evolution of technologies related to solid waste
management.
2.1 Summarize the evolution of municipal solid waste landfills.
5. Describe best practices of solid waste management in an
urban society.
5.1 Articulate requirements for municipal solid waste landfills.

Course/Unit
Learning Outcomes
Learning Activity
2.1
Unit Lesson
Chapter 8, pp. 328–387
Unit VII PowerPoint Presentation
5.1
Unit Lesson
Chapter 8, pp. 328–387
Unit VII PowerPoint Presentation
Required Unit Resources
Chapter 8: Landfills, pp. 328–387
Unit Lesson
Introduction
We are now in Unit VII. So far in this course, we have learned
about solid waste regulations, solid waste's
impact on human populations, the collection of solid waste,
mechanical processes for breaking up solid
waste, separation processes, biological treatment, and thermal
treatment. In the course, we have found
benefits to materials that end up in solid waste. For example,
metals can be separated and recycled, and

biologically active organic matter, such as food waste, can be
separated and treated aerobically (composted)
or anaerobically. Paper, wood, and plastics are prime materials
for combustion.
Though it would be nice to have all solid waste culminate with
a beneficial afterlife, it is rare for communities
not to have some leftover material. This leftover material is
disposed of in landfills. Most small communities in
the United States use landfills as their only option for solid
waste. Though many homes in small communities
may have their compost piles or some individuals who drive
recyclables some distance to a recycling facility,
the only institutional solid waste option may well be the
landfill. Larger cities generally have many more solid
waste options, such as community-wide recycling, composting,
or thermal treatment. The larger communities
still have landfills (often quite large), but a smaller percentage
of household solid waste goes to the landfill in
a large community compared to a small one. This lesson will
focus on landfills.
UNIT VII STUDY GUIDE
Landfill Evolution and Best Practices
UNIT x STUDY GUIDE

Title
Landfills
With the passage in 1976 of the federal Resource Conservation
and Recovery Act (RCRA), minimum
requirements for siting, design, and operation of municipal solid
waste landfills were codified by the U.S.
Environmental Protection Agency (EPA). These rules are
described in the Code of Federal Regulations in
Title 40, Part 258, which is abbreviated as 40 C.F.R. 258
(Criteria for Municipal Solid Waste, 1991). Every
state in the United States has an environmental agency. State
rules must be at least as strong as the
federal rules.
40 C.F.R. 258 contains Subparts A through G. The subparts
cover the topics listed below.
A) General information, such as definitions and relevancy of
other federal laws
B) Location restrictions, such as proximity to airports,
floodplains, wetlands, and seismic faults
C) Operating criteria, such as daily cover and emissions
D) Design criteria, such as liners and monitoring wells
E) Groundwater monitoring to prevent offsite contamination
F) Landfill closure to prevent future offsite contamination
G) Financial assurance (Criteria for Municipal Solid Waste,
1991)
This lesson will focus on Subparts B through F.

Location Restrictions
Airport Proximity
Location restrictions in 40 C.F.R. 258 are related to airport
proximity, floodplains, wetlands, faults, and closure
limitations. A concern with airports and nearby landfills is that
landfilled materials attract a variety of birds. The
birds present a threat to aircraft since they can get sucked into
jet engines or get churned in propellers. Not
only do the birds suffer, but aircraft safety is at risk. A well -
known case of geese getting sucked into
passenger jet engines occurred in 2009. The plane, piloted by
Captain Sullenberger, made an emergency
landing in the Hudson River. The incident was re-created in a
movie titled Sully, which premiered in theatres
in 2016 (Joseph, 2018).
Landfills should be sited no closer than 10,000 feet from
airports that have jet engines or 5,000 feet for
smaller airports that only have propeller aircraft—unless
landfill proponents can prove that birds will not be a
problem (EPA, n.d.).
Floodplains and Wetlands
Floodplains and wetlands have location restrictions that must
also be considered and avoided. Before citing a
landfill, it must be demonstrated that the landfill will not
impact water flowing in any nearby floodplains during
the 100-year flood. Though commonly thought of as a flood that
will only occur every 100 years, that is not the
definition of a 100-year flood. A 100-year flood is a flood that
has a 1% or greater probability of occurring each
year (Criteria for Municipal Solid Waste, 1991). A given
location will likely have many more than one 100-year

flood in a 100-year period.
UNIT x STUDY GUIDE
Title
Wetlands, as shown in Figure 1, have water in them year-round
and support a variety of waterfowl and
habitats that offer a special benefit to ecosystems. Wetlands
have special protections under the federal Clean
Water Act (CWA). Any landfill cannot impact a wetland.
Faults, Seismic Zones, and Unstable Areas
Additional items that must be given specific consideration for
municipal solid waste landfills include shifting
tectonic plates and unstable topography. A landfill must be at
least 200 feet away from a seismic fault and
cannot be located within a seismic impact zone. A seismic
impact zone has experienced notable movement in
the last 250 years. Unstable areas offer poor land for the
support of a landfill foundation. During construction,
operation, or after landfill closure, the geology/topography must
be stable to avoid landfill movement. Figure 2
shows the failure of a landfill. Due to poor drainage and steep
slopes, a large rainfall initiated the slope failure

(Huvaj-Sarihan & Stark, 2008).
Figure 1. Wetlands (EPA, 2018)
UNIT x STUDY GUIDE
Title
Operating Criteria for Municipal Solid Waste Landfills
RCRA instituted important operational requirements for
municipal solid waste landfills. First of all, municipal
solid waste landfill staff must be educated regarding the types
of materials that the landfill can accept.
Hazardous materials are not acceptable; there is hazardous
waste (HW) landfills. Hazardous waste landfills
are sited and designed even more stringently than municipal
solid waste landfills and can accept hazardous
wastes. In addition to staff training, municipal solid waste
landfills require daily soil cover as well as control of
disease vectors, gases, leachate, and rainfall run-on or runoff.
Daily Cover
One of the most beneficial advances in landfill operation is the

least technical. It is simply the act of depositing
6 inches of soil over each day's solid waste. This simple act of
daily earthmoving is an RCRA requirement.
Daily cover reduces the chance of fires and reduces odors and
blowing materials. It also keeps rodents and
birds from scavenging the waste, thus preventing offsite
migration of litter and disease vectors.
Explosive Gas Monitoring
Over time, landfills become anaerobic. As discussed in previous
units, anaerobic reactions produce methane.
Methane is a flammable gas. 40 C.F.R. 258.23 requires that gas
detection methods be installed so that
methane does not reach flammable levels within the landfill and
at the property boundary. Typically, gas
monitoring wells are installed within the landfill and outside the
landfill with regular sampling to satisfy
requirements.
Surface Water
RCRA, as codified in 40 C.F.R. 258.27, describes requirements
for surface water control. Landfill runoff
cannot violate CWA standards. In other words, landfill runoff
cannot pollute waterways. This is usually
accomplished by diversion channels that catch rainfall and
divert it off of the landfill. Most landfills are
designed to minimize the amount of rainfall that infiltrates into
the landfill. The more water that infiltrates, the
more leachate that is produced. Leachate processing is
expensive.
Figure 2. Failure of Hiriya Landfill in Israel in 1997 (Isenberg,

2003)
UNIT x STUDY GUIDE
Title
Design Criteria
As mentioned previously, 40 C.F.R. 258 lists minimum
requirements for landfills. States are required to equal
or exceed the federal requirements. 40 C.F.R. 258.40 describes
landfill liner design requirements. The liner is
installed along the bottom and sides of the landfill. The liner
must consist of a flexible membrane (i.e., plastic)
liner on top of a compacted soil liner (Criteria for Municipal
Solid Waste, 1991).
Most landfills use high-density polyethylene (HDPE) as the
flexible membrane liner. This must be at least 60
mils thick (i.e., 0.06 inch). The compacted soil liner must have
a hydraulic conductivity no greater than 10-7
centimeters per second (cm/s). Hydraulic conductivity is a
measure of the permeability of the material. 10-7
cm/s is very low. The amount of water that can flow through
soil is proportional to both the hydraulic
conductivity and the water pressure acting on the soil. As water
pressure increases, liquid flow increases
through the soil. RCRA has a limit of 30 cm as the maximum

water depth that is allowed to accumulate above
the liner. This results in essentially no liquid leakage out of the
landfill due to the low head pressure (30 cm)
and the low hydraulic conductivity (Criteria for Municipal Solid
Waste, 1991).
Figure 3 shows the liner system. In the figure, CCL is an
abbreviation for composite clay liner. This composite
clay liner consists of the compacted soil previously described as
having permeability no greater than 10-7
cm/s and at least 0.6 m (2 ft) thick. GM stands for
geomembrane, which is the flexible membrane liner
described above. The leachate collection and removal system
(LCRS) is installed above the geomembrane,
which typically consists of perforated pipes surrounded by
gravel. These pipes convey liquid out of the landfill
so that no more than 30 cm of water can pond above the liner.
Groundwater Monitoring
Groundwater monitoring is essential to ensure that there is
minimal groundwater or surface water impact on
aquifers or the subsurface in general. Groundwater monitoring
wells must be installed in the landfill to
determine that liquid never exceeds 30 cm above the landfill
liner. Groundwater monitoring wells must be
installed outside of the landfill to measure groundwater
chemical concentrations to ensure that they do not
exceed regulatory levels (Worrell et al., 2017).
Landfill Closure
When landfills have reached the end of their useful life, they
are capped. The cap's purpose is to minimize

infiltration into the landfill and to minimize erosion of the cap.
The cap consists of a liner no more permeable
than the bottom composite soil liner. The cap liner is overlain
by 18 inches of earthen material and then has at
Figure 3. Municipal solid waste landfill liner (EPA, 2004)
UNIT x STUDY GUIDE
Title
least 6 inches of soil amenable to plant growth on the top. After
the landfill closes, it must be monitored for 30
more years. This includes gas and leachate quantity and quality
monitoring. If the integrity of the capping
system deteriorates, then it must be repaired (Criteria for
Municipal Solid Waste, 1991).
Conclusion
The Unit VII Lesson focused on municipal solid waste landfill
siting, design, and operational best practices.
The RCRA addressed municipal solid waste requirements. The
EPA’s requirements were codified in Title 40,
Part 258, of the Code of Federal Regulations. The regulations
addressed in this lesson included landfill

location restrictions, operating criteria, design criteria,
groundwater monitoring, and landfill closure.
References
Criteria for Municipal Solid Waste, 40 C.F.R. § 258 (1991).
https://www.ecfr.gov/cgi-
bin/retrieveECFR?gp=&SID=c94567294dff611654af7a3944a91d
69&mc=true&r=PART&n=pt40.27.258
Huvaj-Sarihan, N., & Stark, T. D. (2008, August 14). Back-
analyses of landfill slope failures [Paper
presentation]. Sixth International Conference on Case Histories
in Geotechnical Engineering, Urbana,
IL, United States.
https://scholarsmine.mst.edu/cgi/viewcontent.cgi?article=2708&
context=icchge
Isenberg, R. H. (2003, February 27). Landfill & waste
geotechnical stability [PowerPoint presentation]. USEPA
Bioreactor Workshop, Reston, VA, United States.
https://archive.epa.gov/epawaste/nonhaz/municipal/web/pdf/isen
berg.pdf
Joseph, E. (2018, October 18). Movie review: "Sully" a win
amongst suspense-craving movie goers.
https://link.gale.com/apps/doc/A559299116/AONE?u=oran9510
8&sid=AONE&xid=7a7ca056

U.S. Environmental Protection Agency. (n.d.). Ohio uses
wetlands program development grants to protect
wetlands. https://www.epa.gov/wetlands/ohio-uses-wetlands-
program-development-grants-protect-
wetlands
U.S. Environmental Protection Agency. (2004, June). Survey of
technologies for monitoring containment liners
and covers (EPA Publication No. 542-R-04-013). https://clu-
in.org/download/char/epa542r04013.p df
Worrell, W. A., Vesilind, P. A., & Ludwig, C. (2017). Solid
waste engineering: A global perspective (3rd ed.).
Cengage Learning.
https://bookshelf.vitalsource.com/#/books/9781305888357
Suggested Unit Resources
In order to access the following resources, click the links
below.
To learn more about landfill requirements listed in the Code of
Federal Regulations, review the following
resource.
Criteria for Municipal Solid Waste Landfills, 40 C.F.R. § 258
(1991). https://www.ecfr.gov/cgi-

To learn more about landfill design and monitoring, review the
resource below.
U.S. Environmental Protection Agency. (2004, June). Survey of
technologies for monitoring containment
liners and covers (EPA Publication No. 542-R-04-013).
https://clu-
in.org/download/char/epa542r04013.pdf
https://www.ecfr.gov/cgi-
https://clu-in.org/download/char/epa542r04013.pdf
https://clu-in.org/download/char/epa542r04013.pdfCourse
Learning Outcomes for Unit VIIRequired Unit ResourcesUnit
LessonIntroductionLandfillsLocation RestrictionsAirport
ProximityFloodplains and WetlandsFaults, Seismic Zones, and
Unstable AreasOperating Criteria for Municipal Solid Waste
LandfillsDaily CoverExplosive Gas MonitoringSurface
WaterDesign CriteriaGroundwater MonitoringLandfill
ClosureConclusionReferencesSuggested Unit Resources
Slide 1: Provide a brief introduction (no more than 2
paragraphs).
Slide 2: evolution of waste disposal from dumps to landfills (pp.
328 – 330, 383 – 384). Briefly describe the evolution of waste
disposal from dumps to landfills. Provide an example about the
use of a dump compared to a landfill.
Slides 3 - 6: types of solid waste materials that are disposed of
in landfills (p. 332, Table 2-4, p. 46 – 51). Briefly discuss
several types of materials disposed of in landfills. Provide

several examples about the materials disposed of in landfills.
Slide 7: landfill location criteria (pp. 335 – 337). Briefly
describe how a landfill is sited and permitted. Provide an
example about siting a landfill.
Slide 8: landfill liner requirements (pp. 351 – 352). Briefly
summarize how landfill liners are designed. Provide an example
of a unique technique used in the design of a landfill liner.
Slide 9 - 10: landfill operational requirements (pp. 372 – 376).
Briefly describe several landfill operational
requirements. Provide an example of an operational
requirement.
Slide 11 - 12: air quality and groundwater monitoring
requirements (pp. 377 – 379). Briefly explain a landfill’s air
quality and groundwater monitoring requirements. Provide an
example of air quality and groundwater monitoring.
Slide 13: landfill post-closure and use (pp. 380 – 381). Briefly
discuss a landfill’s landfill post-closure and use. Provide an
example of the post-closure requirements.
Slide 14 – 15: additional information about landfills (pp. 328–
384). Briefly describe several interesting points you learned
from this unit. Provide an example of these points /facts.
Slide 16: Include references, and ensure you list all supporting
sources for your slides.
Your presentation should be a minimum of 15 slides in length,
not counting the title slide and references slide.
To provide additional context and to amplify the information on
each slide, utilize the speaker notes function to further explain
the information on each slide.
Include a minimum of five images that support the content of
the slides.
Use at least two sources, one of which should be the course
textbook and one of which should be a peer-reviewed source.

6/18/22, 8:56 AM Assignment Print View
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hbGciOiJSUzI1NiJ9.eyJlbnZpcm9ubWVudCI6InByb2QiLCJpc3
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Problem-Solving Application Case—
Leadership Matters!
While Tesla CEO Elon Musk enjoys a reputation as one of the
most successful entrepreneurs of all time, he has come under
fire for a number of
decisions and actions that have affected the growing electric car
manufacturer negatively in various ways. This activity is
important because it
demonstrates the consequences of a leader’s actions.
The goal of this activity is to critically evaluate Musk’s various
actions over time, and the positive and negative implications of
each of them for
Tesla and for Musk himself.
Read about Elon Musk’s controversial actions as Tesla’s CEO.
Then, using the three-step problem-solving approach, answer
the questions that

follow.
Elon Musk is widely regarded as one of the most successful
entrepreneurs in history.1 He became a billionaire by age 31
after founding and
selling several successful startups—most notably the company
that would later be known as Paypal. In 2004 Musk invested
$6.3 million into
Tesla Motors and soon after became the company’s CEO.2
Musk has a keen ability to express ideas and get people excited
about them and has garnered praise for his inspiring and
visionary leadership.3
Author Dale Buss argues that “... a huge part of Musk’s
motivational quiver is to come up with and continually express
otherworldly goals that
appeal to the passions of his employees as well as to his own
ambitions.”4 Todd Maron, Tesla’s former general counsel, said
Musk is “someone
who empowers you to be better than you think you can be,”
adding that “he has extraordinarily high standards, and so he
pushes you to be
your absolute best.” Another former employee described Musk
as “the smartest person I have ever met,” adding, “I can’t tell
you how many
times I prepared a report for him and he asked a question that
made us realize we were looking at the problem completely
wrong.”5
Musk’s Leadership Style and Behavior
Some have criticized Musk’s aspirations to change the world as
outlandish and his ideas as unachievable, but Musk doesn’t
believe in

impossibilities. Says author Christopher Davenport, “People are
always telling him he can’t do it. But he doesn’t like to hear it
can’t be done. He
categorically rejects that. It’s all about, ‘How can we do it?’”6
A recent example of Musk’s stubbornness is the production of
the Model 3. After
the company revealed the concept to the public and locked in
production dates, Musk called a meeting to tell executives he
had a dream that
the entire production process had been fully automated. In other
words, vehicle production would require no humans from start
to finish. He
wanted to make the dream a reality, he wanted to do it with the
Model 3, and he wanted to begin production four months ahead
of Tesla’s
original schedule. What followed were several months of what
former executives and employees describe as a familiar pattern:
executives told
Musk his idea wasn’t unachievable, he disagreed, and engineers
resigned when they realized they couldn’t reason with him.7
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Musk eventually conceded that his idea for fully automated
production of the Model 3 was a nonstarter, and he and his
workers scrambled to
get production back on track by working 80–100 hour weeks.8

Customers waited months past delivery dates for their vehicles
and took to
social media to lambast the company. Further, many of the
Model 3s that were delivered needed costly and time-consuming
repairs.9 Musk
would later refer to the ordeal as “production hell.”10
Some blame Musk’s inability to delegate for Tesla’s problems
and for the recent exodus of more than 36 VPs and other high-
ranking
executives.11 Musk wants things done his way down to the
tiniest detail and often rejects industry best practices along with
advice from his
senior leadership. For example, Musk once instituted a new
workflow management method against the advice of his
production workers. The
employees secretly reverted to Toyota’s Kanban method when
Musk’s technique ultimately slowed production.12 Author Barry
Enderwick
believes Musk’s micromanaging style “... displays a
fundamental misunderstanding of what leadership means. No
one person can do everything
at a company.”13
Others blame Musk’s mental health for his downward spiral and
describe him as emotionally unstable and fragile. Musk
developed a reputation
on the production floor for openly ridiculing, insulting, and
bullying workers who fell short of performance targets. He
appeared extremely
sensitive to skeptics, often reassigning workers who questioned
his ideas to new departments, uninviting them to important
meetings, and even
firing them. Musk also displayed frequent emotional reactions

to isolated customer complaints on social media. As a former
employee recalls,
“Some customer would tweet some random complaint, and then
we would be ordered to drop everything and spend a week on
some problem
affecting one loudmouth in Pasadena, rather than all the work
we’re supposed to do to support the thousands of customers who
didn’t tweet
that day.”14
Musk’s recent public appearances and social media posts have
raised consumer concerns about his ability to deliver on his
promises and
successfully run his companies. In one instance, he angrily
tweeted that a diver sent to rescue a trapped Thai boys’ soccer
team was a
pedophile after his offer to assist with the rescue was declined.
The diver filed a defamation lawsuit against Musk for this
damaging and
unsubstantiated claim.15 As another example, Musk chose to
smoke marijuana during an appearance on “The Joe Rogan
Experience”
podcast.16 In August 2018, in what would prove the most
financially damaging of his social media choices to date, Musk
tweeted that he was
taking Tesla private and had secured the funding to do so. As a
result of his tweet, the company’s shares skyrocketed 11 percent
in one day.
Musk had not actually secured funding to take Tesla private and
the SEC charged him with securities fraud. He settled the case
and agreed to
pay a $40 million fine to the SEC, step down as Tesla’s
chairperson, and allow others in the company to regulate his
social media activity.17

A few months after reaching the settlement, Musk gave a 60
Minutes interview and said “I do not respect the SEC.” While it
is not illegal for
Musk to criticize the regulatory agency, experts agree it’s an
unwise choice, both in terms of his relationship with the agency
and his ability to
attract board members to his companies.18
What’s Next for Elon Musk?
Musk’s quirkiness, overconfidence, and volatility resemble the
attributes and behaviors of other famous entreprene urs—most
notably, Steve
Jobs.19 As consumers we allow for and even expect a certain
amount of idiosyncrasy in our leaders. Yale School of
Management’s Dr. Jeffrey
Sonnenfeld argues that some measure of hubris is necessary for
entrepreneurs to succeed, saying “The odds are against them
succeeding
rationally, so they have to have an unrealistic sense of their own
efficacy to beat the odds.” But Sonnenfeld also notes that Musk
is likely to
“take himself and the company off a cliff” if he doesn’t dial
things back.20
Tesla recently unveiled its new electric vehicle—the Model Y
crossover—to lukewarm reception. Pre-orders started
immediately and required a
$2,500 initial payment—$1,000 more than the company had
charged customers to reserve the Model 3. Market analysts see
this increase as

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cause for concern about the company’s cash position and predict
that initial orders for the Model Y will be much lower than they
were for the
Model 3.21
As for that tweet that cost him $40 million in SEC fines and his
position as chairman of Tesla’s board, Musk says it was “worth
it.”22
Apply the 3-Step Problem-Solving Approach
Step 1: Define the problem.
A. Look first at the Outcomes box of the Organizing Framework
in Figure 13.6 to help identify the important problem(s) in this
case.
Remember that a problem is a gap between a desired and a
current state. State your problem as a gap, and be sure to
consider
problems at all three levels. If more than one desired outcome is
not being accomplished, decide which one is most important and
focus
on it for Steps 2 and 3.
B. Cases have protagonists (key players), and problems are
generally viewed from a particular protagonist’s perspective.
Identify the
perspective from which you’re defining the problem.

C. Use details in the case to determine the key problem. Don’t
assume, infer, or create problems not included in the case.
D. To refine your choice, ask yourself, why is this a problem?
Explaining why helps refine and focus your thinking. Focus on
topics in the
current chapter, because we generally select cases il lustrating
concepts specifically located within the current chapter.
Step 2: Identify causes of the problem by using material from
this chapter, summarized in the Organizing Framework shown
in Figure 13.6.
Causes will appear in either the Inputs box or the Processes
box.
A. Start by looking at Figure 13.6 to identify which person
factors, if any, are most likely causes to the defined problem.
For each cause, ask
yourself, Why is this a cause of the problem? Asking why
multiple times is more likely to lead you to root causes of the
problem.
B. Follow the same process for the situation factors.
C. Now consider the Processes box shown in Figure 13.6.
Consider concepts listed at all three levels. For any concept that
might be a
cause, ask yourself, Why is this a cause? Again, do this for
several iterations to arrive at root causes.
D. To check the accuracy or appropriateness of the causes, map
them onto the defined problem.
Step 3: Make your recommendations for solving the problem.
Consider whether you want to resolve it, solve it, or dissolve it
(see Section 1.5).
Which recommendation is desirable and feasible?

A. Given the causes you identified in Step 2, what are your best
recommendations? Use material in the current chapter that best
suits the
cause. Consider the OB in Action and Applying OB boxes,
because these contain insights into what others have done.
B. You may find potential solutions in the OB in Action boxes
and Applying OB boxes within this chapter. These features
provide insights
into what other individuals or companies are doing in
relationship to the topic at hand.
C. Create an action plan for implementing your
recommendations and be sure your recommendations map onto
the causes and resolve the
problem.
Footnotes
1. D. Buss, “For Insights into Elon Musk’s Leadership of Tesla,
Look at How He Leads SpaceX, Author Says,” Forbes, August
31, 2018, https://www.
forbes.com/sites/dalebuss/2018/08/31/for-insights-into-elon-
musks-leadership-of-tesla-look-at-how-he-leads-spacex-author-
says/#6ad83fb763a4.
2. C. Duhigg, “Dr. Elon & Mr. Musk: Life Inside Tesla’s
Production Hell,” Wired, December 13, 2018,
https://www.wired.com/story/elon-musk-tesla-life-
inside-gigafactory/.
3. J. Wingard, “Elon Musk and the Pitfalls of Creative
Leadership,” Forbes, April 10, 2019,
https://www.forbes.com/sites/jasonwingard/2019/04/10/elon-
musk-and-the-pitfalls-of-creative-leadership/#6317b78f3f3e.
4. Dale Buss, “For Insights into Elon Musk’s Leadership of
Tesla, Look At How He Leads SpaceX, Author Says.” Forbes

Media LLC, August 31, 2018,
https://www.forbes.com/sites/dalebuss/2018/08/31/for-insights-
into-elon-musks-leadership-of-tesla-look-at-how-he-leads-
spacex-author-
says/#2aea54f263a4.
5. Charles Duhigg, “Dr. Elon & Mr. Musk: Life Inside Tesla’s
Production Hell.” Condé Nast, December 13, 2018,
https://www.wired.com/story/elon-musk-
tesla-life-inside-gigafactory/.
oZWR1Y2F… 5/6
6. Dale Buss, “For Insights into Elon Musk’s Leadership of
Tesla, Look At How He Leads SpaceX, Author Says.” Forbes
Media LLC, August 31, 2018,
https://www.forbes.com/sites/dalebuss/2018/08/31/for-insights-
into-elon-musks-leadership-of-tesla-look-at-how-he-leads-
spacex-author-
says/#2aea54f263a4.
9. R. Mitchell, “As Tesla Struggles to Exit ‘Production Hell,’
Buyers Com plain of Delivery Limbo,” Los Angeles Times,

September 14, 2018,
https://www.latimes.com/business/autos/la-fi-hy-tesla-sales-
delivery-problems-20180912-story.html.
10. S. Fairyington, “What We Can Learn About How NOT to
Lead from Elon Musk,” Thrive Global, January 10, 2019,
https://thriveglobal.com/sto ries/elon-
musk-leadership-style-hamper-tesla-growth-lessons-tips/.
12. L. Kolodny, “Elon Musk’s Extreme Micromanagement Has
Wasted Time and Money at Tesla, Insiders Say,” CNBC,
October 19, 2018, https://
www.cnbc.com/2018/10/19/tesla-ceo-elon-musk-extreme-micro-
manager.html.
13. B. Enderwick, “What Elon Musk Gets Wrong About
Leadership,” Medium, August 24, 2018,
https://medium.com/s/story/what-elon-musk-gets-wrong-
about-leadership-b97794a0e330.
14. Charles Duhigg, “Dr. Elon & Mr. Musk: Life Inside Tesla’s
Production Hell.” Condé Nast, December 13, 2018,
https://www.wired.com/story/elon-musk-
tesla-life-inside-gigafactory/.
16. M. Castillo, “Elon Musk May Have Violated Tesla’s
Business Conduct Policy by Smoking Weed,” CNBC, September
7, 2018,
https://www.cnbc.com/2018/09/07/elon-musk-may-have-
violated-tesla-conduct-policy-by-smoking-weed.html.
17. J. Wingard, “Elon Musk and the Pitfalls of Creative
Leadership,” Forbes, April 10, 2019,
https://www.forbes.com/sites/jasonwing ard/2019/04/10/elon-

musk-and-the-pitfalls-of-creative-leadership/#6317b78f3f3e.
18. J. McGregor, “Elon Musk, The Say-Anything CEO,” The
Washington Post, December 13, 2018,
https://www.washingtonpost.com/
business/2018/12/13/elon-musk-say-anything-ceo/?utm_
term=.9eaf03d4ee48.
19. A. Pressman, “Data Sheet—Why Elon Musk’s Visionary
Leadership Falls Short,” Fortune, November 8, 2018,
http://fortune.com/2018/11/08/ data-
sheet-elon-musk-tesla-chairman-robyn-denholm/.
20. Stephanie Fairyington, “What We Can Learn about How
NOT to Lead from Elon Musk,” Thrive Global, January 10,
2019, https://thriveglobal.
com/stories/elon-musk-leadership-style-hamper-tesla-growth-
lessons-tips/.
21. D. Hull, “Tesla Sinks After Model Y Unveiling Rekindles
Concerns over Cash,” Bloomberg, March 14, 2019,
https://www.bloomberg.com/news/
articles/2019-03-15/elon-musk-reveals-tesla-model-y-crossover-
to-start-at-39-000.
oZWR1Y2F… 6/6
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