Nut Island Case - the Alternatives

GENERATE ALTERNATIVES

The alternatives to the Nut Island case would be to reverse the affects of the five stages before they even took place. The solutions would consist of measures that would essentially avoid the Nut Island effect. That brings up the notion to ask what alternatives are their? Levy (2001) stated,

(1) The first step is to install performance measures and reward structures tied to both internal operations and companywide goals. (2) Senior management must establish a hands-on presence by visiting the team, holding recognition ceremonies, and leading tours of customers or employees from other organization through the site. (3) Team personnel must be integrated with people from other parts of the organization and (4) Outside people—managers and line workers alike-need to be rotated into the team environment (p. 186).

EVALUATE EACH ALTERNATIVE AND SELECT THE BEST ONE

Each alternative has meaning that is relevant in avoiding the Nut Island Disaster. As far as alternative number (1): Levy (2001) suggested, "Internal links are necessary to help build the team's sense of local responsibility and camaraderie; the link to external goals ensures the proper calibration of internal operations to the corporate mission" (p. 186). Alternative (2): In the occurrence of senior management making attempts to use hands-on presence could have assisted in detecting early warnings of problems. Alternative (3): Involves integrating team personnel with people from other parts of the organization which would expose the local team members to thoughts and practices being used by colleagues elsewhere in the company or in other organizations. Alternative (4): Involves rotating managers and outside sources into the team environment which would so signs of dedication, sense of working conditions and other factors allowing managers to see the larger picture.