Which of the six change images discussed in this chapter can be identified in the assumptions about managing turnover that were held by
Gunter
On one hand, Gunter can be associated with the image of director. As the manager, he intended to develop the ability to exercise full control over the rate of turnover in the organization. From his perception, Gunter believed that an increased turnover was detrimental to the development of the organization and hence was a major problem that required to be solved. On the other hand, Gunter could be related to the image of the caretaker. As much as his actions were predominantly those of a typical manager who was trying to maximize control of the organization, the results of his actions were unintended. As such, the measures of control that he had embraced to bring change to the rate of turnover in the organization, including the introduction of contracts, did not provide him with the outcomes that he intended. The effect that was desired was not achieved from such measures as the change forces were external to the bounds of the organization’s control. The navigator image still views control as crucial to the actions of management. Nevertheless, external factors that have an impact on the rate of turnover are viewed as equally important. In this view, it is clear that as much as Gunter may take all the measures necessary to minimize the rate of employee turnover at Green Mountain Resort, there are those situations that contribute to such a rate and remain beyond his scope of control.
The hospitality literature
The manner in which the hospitality literature considers management of turnover could be related to the navigator image. In this case, turnover has been labelled as a chronic problem by the hospitality literature, and various suggestions made concerning how its effects can be reduced even as organizations endure. This is in concordance with the image of nurturer, in which case the hospitality literature places the turnover problem out of the scope of the manager of change. The literature fails to provide control measures that would solve such a problem and instead suggests various processes, including simplifying jobs and streamlining training, which would allow for capability building in the organization. Such suggestions are intended at creating effective, fixed processes and systems in the wake of the high rates of turnover. According to the literature, nurturing of the organization would allow the manager to establish an infrastructure that has the capacity to deal with futuristic change.
The consultant
The consultants approach to the issue of turnover could be associated with the image of a coach. A coach aims at instilling the best skills, drills, and values required to achieve certain organizational goals. At the point when Gunter invited in the consultant, he had tried all the possible measures that could reduce employee turnover in the organization with no success. As such, the consultant was only coming in as a coach that would try to change Gunter’s perspective and create a new approach towards findings the solution towards the perceived problem. To start with, the consultant changed Gunter’s perception of turnover as being negative by introducing him to its positivity. The consultant was interested in changing the way in which Gunter viewed the issue of turnover and create a new perception of the rate of turnover as an opportunity. By changing his perception, the consultant was able to demonstrate to Gunter the achievements of Green Mountain Resort in creating talented and excellent employees with the capacity to embrace higher organizational responsibilities. As much as there remained to be incomplete predetermination of change, the new perspective made change partially intentional and created a new focus based on which the organization’s capabilities were be built.
How did these assumptions influence prescriptions for dealing with “the turnover problem”?
The held premises were highly important in creating approaches through which the issue of turnover can be addressed as they allowed Gunter to understand that turnover was not a “problem”, and to view what employees could gain from the organization. As a consequence, Gunter was able to understand the value that his organization had in terms of training its employees and imparting in them high levels of expertise required within the hospitality industry. Employees who went through Green Mountain Resort had a more increased opportunity to develop their careers as a result of the experience and knowledge they were provided with. As such, the problem was not with the way in which the organization trained its employees or the lack of binding contracts that would stop the employees from leaving. In fact, there was no problem. Instead, Green Mountain Resort had built a reputation of success in training employees, an issue that in due time would attract a high number of employees to the organization, who seek proper training, before they can further their careers.
Choose another change image and apply it to “the turnover problem.” To what new insights does it lead?
The interpreter image stands out to be one of the best alternative to the “problem” turnover as it would allow the manager to create meaning of the various actions and events in the organization and to allow members to allow them. In this case, the manager would be able to understand the effect of the current changes on the organization and any other potential futuristic changes. The higher rate of turnover implies that the organization has equipped its employees with all the skills required to handle additional challenges, hence they leave to look for such challenges in other organizations. The organizational change’s sense making theory by Karl Wieck provides an insight into the interpreter image. According to this theory, there is need for a central focus in the flowing and structuring process where the work of the organization will take place. This perspective allows for the development of consistent accomplishments within the routines of the organization, whereby they adjust effectively to accommodate circumstantial changes. This image will allow the organization to interpret the reasons behind the high turnover and the positivity that could be associated with such turnover. One of the major positives that can be associated with the high rate of employee turnover is the fact that the organization has undergone a transition into a major prospective company that offers other resorts top class employees, as its training program is of a high level.
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”?
Clearly, the provided statement differentiates between the states of being closed-minded from that of being open-minded when dealing with a critical issue. As such, the statement demonstrates the importance of considering any issue from different perspectives before coming to conclusions concerning what works and what does not work. When one fully embraces one perspective in handling an issue without creating room for alternative perspectives, they become limited in seeing other possible solutions to a given situation. Hence, it is important to take time to think of other factors that contribute towards a situation and to maintain objectivity when considering both sides of such a situation in order to weigh-in on the strengths and limitations of each alternative and the possibilities that could be embraced to achieve intended results. Critical thinking and creativity are highly important in establishing the pros and cons of different perspectives and in coming up with a clear insight into the solution that holds the greatest utility if adopted.
References
Akin, G., Dunford, R., & Palmer, I. (2009). Managing Organizational Change: A Multiple Perspectives Approach (2nd ed.). New York, NY: McGraw-Hill.
Dunford, R., Palmer, I., & Buchanan, D. A. (2016). Managing Organizational Change: A Multiple Perspectives Approach (3rd ed.). New York, NY: McGraw-Hill.
Iszatt-White, M., & Saunders, C. (2014). Leadership. Oxford: Oxford University Press.
