Green Mountain

Running head: Turnover Problem Green Mountain Resort (Dis)solves the Turnover Problem Introduction The beautiful Green Mountain Resort was a doomed business from the beginning. As the developer failed, the investment bank took it over to fix it up and resell it to at least get their money from it. However, they fell in love with it and made the decision to create a first class operation. The manager and part owner Gunter had a vision of the first class resort. The one thing that was halting this vision was the problem he faced with turnover.
The resort was located in the poorest area of the state. That being said, it is hard to find and keep good help when there is little to choose from. When he did find some great help they quickly moved on for better opportunities, because he just did not have much more than entry level positions being a small business. So the problem he faces is what the turnover creates. Gunter cannot expect to provide outstanding service as he seems to be constantly in training mode.
The great employees that he wants to have on staff end up leaving for more opportunity. Case Questions Change Images used by each Gunter’s change image was that of a coach. The image or reputation of Green Mountain became that of being an excellent place to obtain training to advance one’s career. Gunter mentors those that provide outstanding service and helps them to become even better. The hospitality literature’s change image was that of the navigator.

It described the turnover as a chronic problem and that something needed to be done to stop the turnover or the resort would fail. The consultant’s change image was that of the interpreter. He helped Gunter to see the turnover issue as a possible positive instead of a negative. Now the resort attracts and helps develop further highly motivated people which is a win win for both Gunter and the recruits. Assumptions and prescriptions from each Each of the assumptions influenced the prescriptions for dealing with the turnover problem.
Gunter started out as a nurturer and he looked at the turnover as a problem and tried several things to help stop it, but nothing he did worked. When he became the coach and started mentoring he viewed the problem differently and now he was known for jumpstarting careers. The hospitality literature was the navigator and saw the turnover as a problem that needed to be solved. Some ways to do that were to streamline training, simplify the job and don’t depend on any employees. There was a way to fix it and it was to make things easier.
The consultant was the interpreter, a different view of the problem. How can the turnover be an asset, he helped Gunter to find the positive side of a problem. “if we only draw upon one particular frame” The conclusions we draw 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” are if we only a view a problem from one angle, another could be there but our minds are closed to any new possibilities.
If we view a problem from different angles, like Gunter did after the consultant brought it up, then there may be alternatives to a problem and that problem could become an asset. References Palmer, I, Dunford, R. , & Akin, G. (2009). Managing Organizational Change: A Multiple Prospective Approach. New York, NY: The McGraw-Hill Companies, Inc. /Irwin.