Mr. Gunter, the organizational manager of Green Mountain Resort, contemplated over various issues that were hindering the growth process of his employee’s high turnover problem. As the developers begin planning the implementation of the facilities, the developers did not predict or foresee Green Mountain Resort staying in business for a long time (Palmer, Dunford & Akin, 2009). In the beginning Mr. Gunter was taking more of an image of change as a Director as he identified turnover as a problem and attempted to problem solve around this issue. As the story progressed Mr. Gunter also became a mentor for began to change with the help of the consultant to more of a Coaching role as his resort became the training ground that other resorts looked for when hiring associates. He also became ...view middle of the document...
Gunter now looked at turnover as a good thing because of image the resort had in the hospitality industry as a great place to get training for the bigger resorts. This was a great example of turning a negative into a positive. Interestingly enough, the case study tells us the consultant initially didn’t think he had anything different to offer Gunter.
How did these assumptions influence prescriptions for dealing with “the turnover problem?”
The assumptions that Gunter made and those that were reflected in the hospitality literature prevented them from re-framing the issue of high turnover. Because the conventional wisdom informed both Gunter and those experts in the field that are responsible for disseminating the conventional wisdom about the hospitality industry that high turnover is a cost of doing business in this industry. This framework prevented Gunter from assessing what was actually happening at the resort. He depended on a model inherited from general ideas that were floating around regarding human resources issues in the hospitality world.
Choose another change image and apply it to "the turnover problem." To what new insights does it lead?
The change image is Life-Cycle Theory. This is the different changes that the organization went though and then back around.
What conclusions do you draw from this about the statement at the start of the chapter that "if we only draw upon one particular frame, then this will take us away from thinking about what is going on from an alternative perspective"?
One must have common sense and look at all perspectives that could be possible. One must look into every angle so that the organization may grow.
Palmer. I., Dunford, R., & Akin, G. (2009). Managing organizational change: a multiple perspectives approach (2nd ed.). New York: McGraw-Hill.