Approach

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With the services of an outside consultant, a four-step process was proposed.

First, the general managers in each of the four regional divisions must participate in a full-day seminar to cover several matters:

The second step was the compilation and categorization of all data collected, followed by the feedback of that data to the operating team (comprising regional supervisors). The operating team then would assess the information and organize it in order of importance to the accomplishment of the company's objectives.

In step three, the discussion would be summarized, and norms or principles for the operating division of the company would be negotiated among the vice presidents.

Finally, the norms of the company would be announced in the form of some type of celebration. It was recommended that the four-step process take place over a six-week period.

Two options were considered for the location of the four full-day meetings of general managers: at company headquarters or in the four regions.

Having the meetings at company headquarters would mean all the general managers would be coming to the home base. For a number of them, it had been a long time since they had visited the head offices of the company. Bringing them in would reacquaint them with the company, and would set the tone for the meetings. The unspoken message would be that the process was important. Additionally, the corporate office would be able to exert more influence over the process.

The disadvantages of this option were that it would involve travel time and cost for the participants.

Travel time and cost would be reduced by having the meetings in the field. Also, the corporate office would be coming to the managers.

After much consideration, however, it was decided to hold the meetings at the head offices.