Green Mountain Resort - Assignment Example

His style of managing change include his innate desire to do what is good for the future of the organization but that there are diverse factors, both internal and external, that are beyond his control. According to Palmer, Dunford & Akin (2009), change managers who are caretakers have “little influence over the direction of change” (p. 30); likewise, as a nurturer, he recognized the ability of the organization to facilitate projecting a positive self-organizing development, by harnessing the organization’s strengths.

When Gunter aimed to address the turnover as a problem, he sought other sources of credible information to assist him in solving it through validating the perspectives of the hospitality literature and by seeking the advice of a consultant. As such, he did not impose any form of coercion or autocratic control to steer change; nor did he allow indifference to set in. As such, since it was initially noted that Gunter, as part of the initial management and now, a property owner, he had genuine intentions for envisioning Green Mountain as a first-class mountain resort.

The hospitality literature? The hospitality literature exemplified the image of an interpreter, by “creating meaning for other organizational members (such as Gunter), helping them to make sense of various organizational events and actions” (Palmer, Dunford, & Akin, 2009, p. 31). . As emphasized, change managers as coach do not direct action towards members of the organization, but “relies upon building in the right set of values, skills and “drills” that are deemed the best ones that organizational members, as players, will be able to draw on adeptly in order to achieve desired organizational outcomes” (Palmer, Dunford, & Akin, 2009, p. 31). By treating turnover as an asset, instead of a liability, the consultant capitalized on the strengths of training that has been consistently accorded by Green Mountain personnel as a means for recruited personnel to develop enhanced knowledge, skills, and competencies in their areas of endeavors.

As noted, the turnover issues or problem, as it was initially pegged, was dissolved; and therefore, there is no evident need to solve it. 2. How did these assumptions influence prescriptions for dealing with “the turnover problem?” These assumptions enabled Gunter to see the turnover issue from different perspectives and by seeing potentials for change using the six images, as proposed. When taking roles and images of change managers from these points of view, Gunter was able to turn what initially was identified as a problem, into an opportunity and as an asset and strength of Green Mountain Resort.

In so doing, there was no problem to solve, in the first place, and instead, these assumptions opened a new way of seeing things, of thinking outside the box and thereby classified the scenario as a second-order change: where “the change interventions are directed at the solution” (Palmer, Dunford, & Akin, 2009, p. 42). 3. Choose another change image and apply it to “the turnover problem.” To what new