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Turnaround Overview: The purpose of the Turnarounds was to force group interaction to solve specific problems, and in a measurable way, determine if the group performed better as a team or as individuals. To accomplish this, each group was to complete five turnaround worksheets dealing with a fictional manufacturing plant called Grindtown. We were to assume that we had been asked to formulate a plan to improve the productivity of the plant. Each question was answered first by each individual and then as a group and scores for both individual and group answers were determined. 1.0 Turnaround 1 1.1 Purpose: This turnaround was titled Assumptions and Values. We were to select the 11 most important assumptions and values regarding the motivation of workers and effective management principles applied in the work place and then indicate the extent (on a scale of 1 to 3) of our commitment to each item we chose. 1.2 Individual and Group Scores: Our scores were as follows 2.0 Turnaround 2 2.1 Purpose: This Turnaround exercise dealt with problem identification. Our task was to select the four items that most directly contributed to the losses at the Grindtown plant. Solutions are often recommended or attempted without having properly identified the real problems and issues. Everything that follows, goals and action plans to reach them, may be focused on addressing the symptoms and not the root causes of the problems. 2.2 Individual and Group Scores: Our scores were as follows:
3.0 Turnaround 3 3.1 Purpose: This turnaround is the next step in the process, that of establishing objectives to solve the problems that have been identified. It is important that these objectives are well defined and measurable. It stands to reason that if the objectives are met, the goals will be reached. 3.2 Individual and Group Scores: Our scores were as follows:
4.0 Turnaround 4 4.1 This Turnaround exercise is titled Action Steps and it continued from where Turnaround 3 ended. After establishing our objectives in Turnaround 3, we had to identify the actions necessary to achieve them. We then had to go back and re-circle the items that we gave the highest priority to accomplishing. This exercise highlighted the concept that an effective manager is one that does the right things, not simply the one who does things right. The wrong things done correctly will not necessarily fix the problem. 4.2 Individual and Group Scores: Our scores were as follows:
5.0 Turnaround 5 5.1 Purpose: This turnaround was titled Approach To Management. We were to assume we were the new managers of the Grindtown plant and were to identify management initiatives that we felt would turn the plant around. 5.2 Individual and Group Scores: Our scores were as follows:
6.0 Turnaround 6 6.1 Purpose: This turnaround was titled Feedback and Communication. Studies have shown that feedback improves employee performance. Communication that encourages participation contributes in a positive way. Communication regarding an individual's performance that is guarded and selective can breed anger and resentment and lower moral and productivity. We were to select the 6 communication initiatives that we as managers of Grindtown would initiate to keep the lines of communication open. 6.2 Individual and Group Scores: Our scores were as follows:
Summary As can be seen from the chart below, our group scores were always higher than our individual averages indicating that we functioned better as a group.
In the earlier turnaround sessions our group answers were determined by counting the number of people who picked a particular answer and the answer that most people picked then became our group answer. In the later sessions however, each person was becoming more comfortable speaking out and the group spent more time discussing each question and sometimes an answer that only one person had picked became our group answer. By the last turnaround session we had all become comfortable working as a group and were ready to start the project. |
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