1.1 Introduction A scenario of a Company in crisis

The firefights are contagious; they go on from day to day. Some complain, but most of the Company s employees, both salaried and hourly, have stopped worrying about the distractions. The conditions have become part of a new culture and there is no use wasting time on the worry. Internal data show that the Company s turnover rate is growing; management is actively questioning some activities and is cognisant that there is something wrong. Questions abound in senior management level meetings: is it the morale, salaries or bonuses? Added to the interest, management emphasizes to their subordinate supervisors that an answer to these problems must be found! In the meantime memos circulate, generally encouraging supervisors to try anything that works to reduce the increasing costs and improve the falling morale. Management seems to be intent on changing the employees apparent impression that there are problems with the Company s operations. Many in management are convinced that they have to change the impression or the employees might feel they are working for a lost cause. Supervision is told to make sure that any report that goes out to their staff expresses a positive picture. The message emphasized is that it s a long life for this Company . Be sure to walk the talk as much as possible.