1. What forces for change are evident at the Oconomo plant?
2. What is the primary type of change needed—changing “things” or changing the “people and culture?” Can the Wisconsin plant be saved by changing things alone, by changing people and culture, or must both be changed? Explain your answer.
3. What do you think is the major underlying cause of the union leaders’ resistance to change? If you were Jim Malesckowski, what implementation tactics would you use to try to convince union members to change to save the Wisconsin plant?

Jim Malesckowski remembers the call of two weeks ago as if he just put down the telephone receiver. “I just read your analysis and I want you to get down to Mexico right away,” Jack Ripon, his boss and CEO, had blurted in his ear. “You know we can’t make the plant in Oconomo work anymore— the costs are just too high. So go down there, check out what our operational costs would be if we move, and report back to me in a week.”