Christo Norden-Powers was the facilitator in both of the following examples.
Company A is a substantial transport business with over 5,000 employees and a strong union presence.
A serious accident had resulted in a Judge directing the company to implement various changes to its operations, in particular to a section that controlled scheduling and time-critical movement of vehicles.
New technology and software was to be installed, upgraded from what was effectively a manual operation, and the relevant operations facilities were to be moved to a new location and re-designed.
The senior managers designed a new system and venue to meet the Judge’s requirements, but the operations team, and unions, refused to accept the changes only six weeks before the judicial deadline for compliance, and insisted that an alternative be implemented (which management believed was not a workable alternative). The executives of the company stood to be prosecuted for contempt if the changes were not effected. In addition, another serious accident was a real possibility.
The executives sought time-critical assistance to facilitate an outcome that would work for all parties. The facilitator met with a group of key stakeholders over a 5 day period, for half a day at a time, using the various elements of the MasterProcess to match whatever situation arose, and enabling the participants to navigate their own way through key processes such as identifying positions and differences, clarifying facts, challenging assumptions, defusing historical and cultural negativities, building trust in the group, ascertaining the group’s motivational drivers, suspending judgement, putting aside positions, developing alternatives that would work for all stakeholders, getting ‘buy-in’ and ownership from peers and managers, and finally working together to create and implement the best solution.
The changes were subsequently implemented on schedule, with no resistance and with full co-operation and goodwill of all stakeholders.