Chapter 1: THE PLAN

SHE:

Dynamics Unlimited had been a successful company since its founding 15+ years ago. In the last couple of years, however, the company has experienced a severe downturn resulting from a variety of events and conditions: disruptive competition, new technology, changing workforce demographics, globalization, and unpredictable patterns of governmental regulations.

HE:

A familiar story.

SHE:

Yes, and a recent organizational survey revealed what everyone already knew: low employee engagement, distrust of management, insecurity, rapid employee turnover, low morale, and widespread customer dissatisfaction.

HE:

And your assignment was to turn this ship around?

SHE:

Actually, no, not at first anyway.

HE:

Please explain.

SHE:

Well, the Tops had an emergency meeting.

HE:

With everyone?

SHE:

No, just Tops.Enough is enough. We need to restore our excellence. That was the message.

HE:

And the next question wasHow?

Enter THE PLAN

SHE:

The Tops interviewed several consulting firms. One offered what the Tops felt was an intriguing possibility – called THE PLAN. They assured the Tops that THE PLAN was the key to achieving DU’s goal: Renewed Excellence! DU was in dismal shape; THE PLAN promised hope, so a desperate Top team gave it a try.

HE:

I’ve never heard of THE PLAN.

SHE:

Allow me to describe it.

THE PLAN for total system empowerment

SHE:

According to THE PLAN, all organizations, in fact all human systems, are organic entities engaging with ever-changing environments. In these environments, there are dangers to be avoided and opportunities to be taken advantage of. The fundamental business of all such systems is to survive in their