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Abstract
This case study presents an SF intervention in the context of a merger situation. It follows the design, delivery and results of an assignment to improve communication, participation and cooperation.
Context
Following a process of acquisition, a group of autonomous plants producing building materials was integrated into one organisation with a strong central and directive management. The local plant managers were unhappy. The central services made decisions for their local production plants without much communication, although these decisions affected their business results. There was a lack of communication, both vertical and between production plants. The new organisa- tional structure led to slow decisions, little information, less connection with the market and little awareness of the company's policy goals.
The effects were: many discussions, not feeling respected, and feeling less responsible as decisions were being made higher up. As one plant manager put it: "Local managers still know what and how to produce, but they do not know why we do it anymore." The business unit manager, under the stimulus of a local plant manager, took the initiative to hire a consultant to improve communication with the central services and between plants in the business unit.
At the kick-off meeting I announced a SF approach in co- creation with all the stakeholders. We would include the perspective of all participants in a dialogue, appreciating that all stakeholders are the experts in their solution. All partici- pants welcomed this.
Their aim was to improve communications in the new organisation structure, with more consultation in order to achieve better cooperation. We used a metaphor: 'We are not changing the motor, but looking for the right oil to make it run smoothly'. The participants stated they hoped for:
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