Tyco

Tyco

Ian Knight

MGT351-1: Organizational Innovation and Change

Dr. Attila J. Hertelendy

December 18th, 2011

Tyco

Ian Knight

Tyco’s Turnaround Team

According to Gerard and Teurfs transformation methods, listening, having dialogue and community building can be used to transform the different cultures of a global organization, by developing newer, improved cultures. For the transformation to be successful the turnaround teams engaged in collaborative dialogue with participants to emerge the new culture and mutually agree to a newer direction for the company. The staff had to suspend their judgment of others from the past, and attach their thoughts, opinions to their new identity by actively being engaged in forms of comprehensive and therapeutic listening, living their new ethical direction that was set from the new CEO Ed Breen (Palmer, Dunford, & Akin, 2009).

To deal with the frustrations of the past, the Tyco turnaround team overcame their concerns and discernment regarding the way the previous executive team had behaved, in stealing millions of dollars from the company. One thing the new team did was to reach out to each employee by translating their new ethical standards guide into the 26 different languages that were spoken at Tyco. The key element to this decision was to reach all corners of the global company at once to fully influence change and ‘if you want to change the hearts of the 260,000 people here as to the ethical climate they are working in, you need to bring to life this document’ (Palmer, Dunford, & Akin, 2009, pg. 345). By reaching out to the staff this way and incorporating illustrative vignettes using short videos, this developed a climate of trust and the feeling that the staff could express their opinions. This allowed a healing process to take place within the staff and change their perspective on the future of Tyco.

Another method of Gerard and Teurfs transformation was active listening via the use of meetings around the globe...