Courtney J. Owens
Ashford University
Green Mountain Case Study
BUS661: Leading Organizational Change (MFV1350A)
Instructor: Dr. Thuong Nguyen
December 17, 2013

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 this particular case study Gunter can be identified as the coach. Gunter began to look at his turnover problem from a different perspective and he was able to build on this notion. He became a mentor within the resort because he focused on the reputation that the resort had built for putting out some of the most skilled and qualified workers. Gunter embraced his gift for putting out quality employees and accepted the fact that his workers were qualified enough to attract the likeness of others.
-The Hospitality Literature? The hospitality literature is seen as the navigator in the change image. The literature specifically explains what the problem is within the resort was. It was pointed out that turnover was a chronic problem that will always be there, but it has to be endured. The literature also suggested ways to solve to problem such as: streamline training, simplify jobs, don't become dependent on individuals, make HR processes more efficient (Palmer, Dunford and Akin, 2006).
-The consultant? The consultant is seen as the interpreter in this case. The consultant took the problems that were explained to him by Gunter and offered him a different perspective on how to look at the problems. The consultant basically took what Gunter had viewed as bad turnover and turned it to good turnover. Instead of beating the problem into Gunter, the consultant made Gunter see the positive aspects of him being able to groom top notch employees.
2. How did these assumptions influence prescriptions for dealing with "the turnover problem"? -Each of these assumptions in some kind of way influenced the prescription for dealing with the turnover problem. As the nurturer Gunter tried to solve the problem, but when he realized his solutions were not resulting in any changes he turned to an outside consultant. At this point he became the coach and took what he learned from the consultant and began to build on that. He used the turnover as an advantage to attract workers, because Green Mountain had the earned the reputation for producing highly skilled employees. This fact attracted more workers to the resort because they knew they would receive highly skilled training and be able to advance in their careers. The hospitality literature acted as the navigator because it pointed what the problem was and also ways to solve the problems. The interpreter acted as the consultant in the situation and offered ways that Gunter could use his negative turnover as a positive turnover and move forward from there.
3. Choose another change image and apply it to "the turnover problem." To what new insights does it lead?
Overcoming an obstacle can be applied to turnover problem. In this instance the turnover problem would need to be completely solved. This could possibly be done by hiring individuals as temporary workers and placing them on assignment. This could be done through a temporary job agency. This would avoid turnover rates because not too many people would even be considered permanent full-time workers. To avoid the turnover problem, the makeup of the resort could be change to that of a self-service resort. Positions would be eliminated because the clients would be offered self-serve alternatives. The insights that could be gained from the situation is that manpower can be replaced with other options, but it will not always guarantee that it will be appreciated by the customer and keep business going.
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"?
This statement is basically saying that when we are faced with a problem, we should try to solve it and come to a conclusion with more than one frame of mind. The possibilities to consider the better the outcome will be. Looking at things from one perspective cannot possibly give the best solution. Having a one-sided view on things will only result in a one-sided solution. Gunter was smart about getting outside consultation because the consultant was able to address the situation as an outsider looking in. If Gunter remained looking at the situation from his point of view, he never would have come to a conclusion. Sometimes a situation needs to be looked at from a different perspective to access if the current solution is the best solution or is there something better or even worse.

References
Palmer. I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). New York, NY: McGraw-Hill.