Green Mountain Resort

1. Which changes of images can be identified in the assumptions about managing turnover that were held by:

Gunter: in the case of Gunter he went for the option of “change manager as a coach”, that’s because he set the right skills to the employees, driving them to be the best at what they do in the “resort industry”.

The Hospitality literature: In this case in the image of “change manager as a navigator”, that’s because the outcome of their code and training was not always the expected one, they were retaining lazy worker and having a huge rate of turnover with their good employees.

The Consultant: in his case the image is “change as interpreter” that is becuase he was able to see that their problem didn’t need fixing, but actually needed to be interpreted as an oportunity to attract the best of the best even if it was for short periods of time.

1. How did these assumptions influence prescriptions for dealing with the “turnover problem”?

The prescription done by the consultant basically stated that the current situation that the company was facing was in fact not a problem, he said that the company just had to create a new system focusing on a highly functional Human Resources system based on attracting talent personel (or potentially talented).

These assumptions lead to understand that the problem could be focused in another way and turned into an opportunity where the company could get the best workers even if it was for a short period of time, this meant having a system based on high rotation (there is no retention of talent) of high quality workers. Not only did this mean they could have good workers but it also meant that they were recognized and respected by their competition.

1. Choose another change image and apply it to “the turnover problem”. To what new insights does it lead?

If we apply a “change manager as a director” (where it is up to the change manager to direect the organization in particular ways in order to produce the required change) so that they can have a better performing and better aligned organization, if we apply this system we could model a system in which the director could be on top of the training process (of the new employees or trainees) so he could evaluate and improve the training system and also  give specific contracts detailing a minimum time of work with the company given the free “knowledge and education of the industry”, this way they can keep their high performance workers for a little longer and use those employees to train the new ones.