The consultant's proposed solution was second-order change, a kind of solution that was applied to employee turnover because it provides a remedy to a problem that seemed to be inherently problematic and systematically impossible to resolve given the current situation of the hospitality industry. By allowing Gunter look into the problem through a different perspective, that is, by looking at turnover as simply a reality and not a problem, he realized that there is no need to solve it, but only to capitalize on it. That is, highlight Green Mountain as a premiere training resort for aspiring hospitality managers, and make this asset work for the resort to hire competent employees that will make Green Mountain resort profitable and eventually, a first-class resort.
The above-mentioned images of change managers allowed Gunter and the consultant to integrate these images and help Green Mountain resort get back on track and not suffer despite the inevitable high rate of employee turnover. Because of the reality that turnover cannot be solved, the consultant realized that turnover must be looked at as a reality and not a problem, and must be looked at from a different perspective. Gunter, in turn, utilized learning from the consultant and hospitality literature to resolve the dilemma he was experiencing in his human resource pool in the resort.
A potential change manager image that can be used...
In coaching, "change managers are able to intentionally shape the organization's capabilities in particular way...rather than dictating the exact state...the coach relies upon building in the right set of values, skills, and "drills" that are deemed to be the best ones" (31). Through coaching, turnover can be resolved by creating a "team culture" in the resort, wherein the coach-manager makes his/her employees feel that they also have a stake in making the resort first-class and profitable -- hence, employees will provide service to clients as if these clients were their own.
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" reflects the case's supposed problem of turnover. Changing perspective allowed Gunter and the consultant to look at employee turnover as a reality that must be recognized rather than solved. Since solving turnover is virtually impossible given the current hospitality setting, recognition of turnover as the norm for the resort allowed management to use this 'problem' as leverage, and position the resort as an ideal venue for hospitality management training, making it a much-coveted place to work for, allowing Gunter to choose competent employees and have a staff that would make the resort a first-class vacation spot for its clients.
