Green Mountain Resort (Dis)Solves the Turnover Problem

CSU-Global Campus Organizational Innovation and Change 1. Which of the six change images discussed in this chapter can be identified in the assumptions about managing turnover that were held by Gunter: In the beginning 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 Gunter’s He 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 a mentor for others who were seeking training in providing excellent service in the hospitality industry The hospitality literature: The literature played a role of navigator as it identified turnover as a chronic problem that the industry endures and made several suggestions on how one can help reduce the effects. The consultant: The consultant played the role of the interpreter as he was able to interpret the problem of turnover and how he was able to change the perspective of Gunter in a way that dissolved the problem. Instead of a problem turnover instead, became a way that the resort could use as a way to recruit talent. . How did these assumptions influence prescriptions for dealing with “the turnover problem”? Each of these assumptions influenced prescriptions for dealing with turnover. For example, Gunter only seemed to make the problem worse when he played the Director when he attempted to solve turnover as a problem, however, when he changed his perspective he ultimately became the coach and turned the problem into an advantage. The hospitality literature was the navigator as it defined turnover as a problem that was considered chronic and something that must be endured in the industry.
It’s prescription for dealing with the problem included streamlining training, simplifying jobs and making the HR process more efficient. (Palmer, 2009). The consultant role of interpreter actually helped Gunter view turnover as an opportunity he could benefit from by dissolving it as a problem and seeing its positive effects to the organization. 3. Choose another change image and apply it to “the turnover problem. ” To what new insights does it lead? Another change image to apply to the turnover problem could be to try to avoid the problem all together by offering less services, outsourcing some work i. . reservations and to hire contract workers for tasks that required physical presence. The new insight would lead to the need for fewer workers needed to be employed physically on the property and acknowledge contractual ties which includes the foreseen departure and therefore could have allowed the organization to strategically plan for new recruits. Although this new insight may have helped deal with turnover it would have created a new problem of delivering top class service to its guests and could have the potential to negatively affect the organization. 4.

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”? The conclusion that I draw from the statement at the beginning of the chapter of “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” is that we get different suggestions on solving a problem or even identifying a situation as a problem depending on the perspective that we take.
It is also helpful to get others opinion to your current perspective to understand if there is a different approach one should take when dealing with the situation. In this case study it was interesting to see how the owner, literature surrounding the industry and an individual with no experience in the industry all had different perspectives of how to deal with turnover. Reference Palmer, I. D. (2009). Managing Organizational Change: A Multiple Perspectives Approach . Boston: Mc Graw Hill .

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