Green Mountain Resort is a small resort that gives people a choice to buy vacation homes with the added luxury of golf, tennis and skiing. With Gunter as the new owner, his main issues were the high turnover rate. In such a small operation and the type of industry, the opportunities for promotion were few and Gunter was faced with the irony that if he reduced the turnover, there would be even fewer openings for advancement (Palmer, Dunford & Akin, 2009). This was due to the type of industry and the fact that the resort was a rural area.
Green Mountain Resort
There are six change images; each Gunter, the hospitality literature and the consultant have been described by an image. Gunter is the director (during the beginning of the story), he is the owner of the resort and he is the one who wants to change the turnover rate. The assumption is that change is a strategic choice that mangers make and the survival and general well-being of the organization depends on them (Palmer, Dunford & Akin, 2009). As the story went on Gunter became a mentor and began to change with the help of the consultant to more of a coaching image. The hospitality literature falls under the navigator. In the navigator image, control is still seen as at the heart of the management action, although a variety of factors external to managers mean that while they may achieve some intended change outcome, others will occur over which they have little control (Palmer, Dunford & Akin, 2009). 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. Lastly the consultant, he 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.
Assumption -Turnover Problem
Each of these assumptions influenced prescriptions for dealing with the turnover problem. For example, Gunter only seemed to make the problem worse when he played the director when he attempted to solve the turnover as a problem, but when he changed the way he looked at the issue he became the coach and turned the problem in to 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 turnover problem included streamlining training, simplifying jobs and making the HR process more efficient. The consultant seemed to make the allow Gunter to look at the ‘problem’ from a different perspective. He mentioned in that if you do not try, try and try again, but if at last you don’t succeed then try something different and that is exactly what Gunter had to do.
Change Image- Turnover Problem
Another image that can be applied to the turnover problem is the nurturer. Like a parent’s relationship with a child, future outcomes are nurtured or shaped, but the ability to produce intended outcomes at the end of the day is severely limited because of the impact of much wider, sometimes chaotic forces and influences (Palmer, Dunford & Akin, 2009). The turnover problem is something (like a child) that is not going away, especially in the hospitality industry. Gunter had to accept the issue and try and work with it rather than against it. With the new insights to advertise Green Mountain Resort as a company that they ‘recruit high-potential people, offering them promise of rapid career development’ helped bring new insight to the turnover problem (Palmer, Dunford & Akin, 2009).
Conclusions that I drew from the statement ‘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?’ would be that a single structure can effectively make it impossible to come up with innovative solutions. The Green Mountain case showed that it is not enough to believe that a problem can have different solutions. Rather the problem can be enhanced rather than gone completely.
This case has changed the way I look at problems. You cannot always make a problem go away and there are times where you may need help and calling someone in to give the problem a fresh set of eyes to see what they suggest may be exactly what the problem needs. Gunter at first was looking at the high turnover rate as a problem and that he wanted to lower the rate. Being in the hospitality industry high turnover is almost a given. After calling in the consultant Gunter realized that he need to change how he handled the turnover rate. He did this by advertising his company and a company that hired well educated employees that were likely to advance their career quickly. By doing this he helped employee grow and always had applicants wanted to be hired so they could grow as well.
Palmer, I., Dunford, R., & Akin, G. (2009). Managing organization change. (2nd ed.). New York: McGraw-Hill/Irwin