Gunter Case

1. Gunter started approaching the problem of turnover in the image of coaching. His view before the consultant came in was that turnover needed to be reduced, and Gunter needed to shape the organization’s capabilities in certain ways to solve this organizational problem.

The Industry views the problem of turnover in a directive image. The literature states that change managers need to minimize the effects of turnover through a series of steps that include streamlining training, simplifying jobs, and making the HR process more efficient.

The consultant approached the change in the image of an interpreter. He helped Gunter to reframe the problem from a negative to a positive.

Gunter started approaching the problem of turnover in the image of coaching. His view before the consultant came in was that turnover needed to be reduced, and Gunter needed to shape the organization’s capabilities in certain ways to solve this organizational problem.

The Industry views the problem of turnover in a directive image. The literature states that change managers need to minimize the effects of turnover through a series of steps that include streamlining training, simplifying jobs, and making the HR process more efficient.

The consultant approached the change in the image of an interpreter. He helped Gunter to reframe the problem from a negative to a positive.

Gunter started approaching the problem of turnover in the image of coaching. His view before the consultant came in was that turnover needed to be reduced, and Gunter needed to shape the organization’s capabilities in certain ways to solve this organizational problem.

The Industry views the problem of turnover in a directive image. The literature states that change managers need to minimize the effects of turnover through a series of steps that include streamlining training, simplifying jobs, and making the HR process