Green Mountain Resort and the Case Study

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This framework prevented Gunter from assessing what was actually happening at the resort. He depended on a model inherited from general ideas that were floating around about human resources issues in the hospitality industry and these blinded him to the fact that his employees were actually performing better than he believed that they should be.

C. Choose another change image and apply it to the turnover problem. To what new insights does this lead?

Another image change that can be applied to the turnover question is the assumption that new employees do not come in with valuable skills. While it is true that new employees have to be trained in the specific needs of a particular job and company, this does not mean that they do not bring in valuable skills and knowledge. They may be especially helpful in being able to offer ways to change procedures because they do not have any stake in maintaining current ways of doing things (Burke, 2007. p. 81.)

D. 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?

I entirely agree with the statement at the beginning of the chapter that a single framework can effectively make it impossible to come up with creative solutions.

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This case demonstrated that it is not enough simply to believe that a problem can have a different solution. Rather, it demonstrated that even something that seems to be a problem or a weakness can be reframed so that it can be a strength. Not everything can be changed: For example, it is probably impossible to reduce the high turnover rate at the Green Mountain Resort. However, it is always possible to restructure the way in which we think about something.

One of the hardest tasks for any organization is to be able to assess when change is needed and to determine how much change and at what rate will be most helpful in both the short-term and the long-term. However, a leader who is willing to take time on a consistent basis to ask herself or himself if there is a fundamentally innovative way to look at an organization will be a leader who has a very good chance of success (Organizational change management.).....

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