A family-owned organization, OMA (an acronym for the three-state region of Oklahoma, Missouri, and Arkansas) is one of the premier manufacturers of potato chips for the region. They are noted for producing a high-quality product, reasonable prices, and treating their employees fairly and equitably. They also enjoy a loyal customer base as is witnessed by the number of supermarket managers who report that many people will not buy any other brand of chips.

At a recent manufacturer’s convention, the caterer chose OMA’s potato chips as the chip of choice and served them each day. They also were available during the morning and afternoon break times. Because representatives from all 50 States participated in the convention, the word soon spread across the nation.

Within weeks of the close of the convention, orders began to arrive from outside the three-state region. Of course, the immediate reaction was to write polite refusal letters reaffirming the position of OMA as a small, regional organization. However, after six months, the company had received orders from all 50 States!

You are asked to form a team that will devise a plan of action.

Who will you assign to the team (Suggestion: Think both about people with titles and those without titles within the organization to serve on the team.)
The first item of business will be whether OMA will remain a regional organization or will it expand to become a national organization.
How will you apply the Six Thinking Hats Model to help make the decision?
Your application should explore advantages and disadvantages of both situations.