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Oil Change: Perspectives on Corporate Transformation

By Art Kleiner; George Roth et al. | Go to book overview

CHAPTER 9

THREE SIBLINGS
AND THE PACE OF CHANGE

In this theme, we look at the cultural responses to the roll-out of transformation throughout the organization, as it has occurred thus far.

Planned change is never monolithic, and the reactions to it are also always varied. What, then, do we know about the various ways in which OilCo people respond to transformation efforts, the forces that influence those responses, and the effects that those responses have upon each other?


THE NEW EMPLOYEE CONTRACT

To consider these questions, we begin with one of the most familiar aspects of OilCo's recent history: the deliberate unraveling of the implicit employment contract of the past.

MANAGER, HUMAN RESOURCES: OilCo had never had a history of layoffs. In the past, when we closed facilities, we went through extraordinary efforts to help people stay with OilCo who wished to do so.

Did the company actively promote the old employment contract? Or just embody it?

CEO: In our initial work on values in late 1993, the Executive Council was trying to redefine the relationship between individual people and the company.

What influence does an unwritten psychological contract have?

One of the things that we all had in common was a feeling about OilCo's unwritten employment contract.

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