The managing team then determined that a management of change assessment was necessary. The first step in this assessment was an assessment of the existing situations. Workers were beginning to suffer from extreme fatigue, resulting in outbursts of anger and potential fights. This created physical hazards in the underground workplace. Worker resentment and anxiety were also rising as a result. Because these elements were detrimental for concentration and awareness, the physical hazard of spending long hours in the underground environment also rose exponentially for each worker.

It was also determined that input from workers themselves and their division supervisors was needed. For this purpose, several meetings were held between employees and their supervisors, and then with supervisors and management. These helped determined the precise areas of grievance for both workers and supervisors.

The outcome...

On the contrary, these were met with increased hostility and resentment. Furthermore, employees felt that they were being punished for the mistakes of the absent workers, as well as the system responsible for the strike in the first place. Finally, while no accidents had been reported at the time of the meeting, employees were increasingly anxious regarding operating the machinery and equipment in mining because of their fatigue levels. In order to manage the transition towards the end of the strike, workers were reassured that a solution would be forthcoming.
After several negotiations with unions and striking workers, it was decided that striking workers would receive a pay cut, which would then be used to hire temporary workers to fill their positions. In this way, the increased hazard was mitigated.