Senior managers at the CMN recently went through an Upward Feedback
exercise, and 3 out of 7 managers were fired as a consequence of it. The
others were deeply scared given that employees used the exercise as a way
to vent 5 years of pent up frustrations , which reinforces another thread
that deals with the implications of bad systems and trust. With the
arrival of a new President and the streamlining of our systems, the
organization is looking better than it has in years in my opinion, but the
wounds ar e deep.
The managers who survived are now in a very difficult position as you can
imagine, especially when it comes to conflict resolution within their
divisions. Does anyone have any suggestions? As it relates to this case,
but I am also looking for informatio n in general given that I am not very
versed in this area.
Suzanne Sauvi
ssauve@mus-nature.ca
--Suzanne =?ISO-8859-1?Q?Sauv=E9?= <SSAUVE@MUS-NATURE.CA>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>