Please answer the each question accordingly:

1. The case describes how the consultant and Denton determined future consulting activities. In this contracting phase, discuss how mutual expectations, time and resources and ground rules were determined for the project and how would you (and your team) have done it differently?

2. In this case, the OD consultant brings up the issue of trust with regard to retreat design. Why is trust important?

3. What impact will it have on retreat planning and implementation?

4.Why do you think Denton agreed so quickly to holding a retreat?

5.What implications might this have regarding the intervention and addressing the real issues of Kenworth Motors?

Kenworth Motors selected cases It began with a telephone call, as did so many see him then, otherwise it might not be for a of my engagements. The person calling identi- month. Denton sounded almost eager as he fied himself as Robert Denton, the plant man- agreed to a 10 A.M. appointment on April 11. ager of Kenworth Motors' Seattle truck The drive westward from Spokane across the manufacturing operations. Denton said he'd state of Washington on Interstate 90 begins gotten my name from Charles Wright, a client with several hours of boring highway. I had of mine in Seattle. Charlie is the OD manager purposely put off thinking about my appoint- for a major timber products company. I'd been ment with Robert Denton until I was on the doing several projects with Charlie's group of road. As the interstate stretched out over the internal consultants for the past three years rolling sagebrush hills and checkered wheat and occasionally served as the OD group's fields, I turned my thoughts to Kenworth consultant. Denton noted that Charlie and he Motors and Denton. Uppermost in my mind were members of the same sailing club. He was that I was about to talk with a man I went on to say that when, as someone rela- knew little about, consult with a firm I knew tively new to Seattle, he'd asked Charlie if he very little about, and I had no focused agenda. knew any consultants, Charlie had spoken What should I say and do? highly of me. I remember thinking that As the miles went by, I envisioned several Charlie probably wouldn't have mentioned alternative scenarios for my upcoming me unless he thought I could be useful to appointment with Robert Denton, the plant Denton. My trust in Charlie's competence and manager of the truck manufacturing division judgment was very high. of Kenworth Motors Corporation. I saw his Denton went on to explain that he'd been the office in several possible ways. It could be plant manager for only eight months, that spartan and centrally located to the produc- things seemed to be going well, but that he tion floor. It could be conventionally furnished had a gnawing sense that things could be bet- but of a fair size. It could be large. It might ter. I must have murmured something appro- even be opulent. It could be personalized priate because Denton invited me to visit him with mementos of career, hobbies, or family. and become acquainted with his operation. It might be far from the production floor, or I was both flattered by and interested in even in a separate building. The more I tried Denton's invitation. After all, I thought to to envision Denton's office, the more alterna- myself, it's nice to be wanted, a consulting tives came to mind. So I focused on Denton, engagement might come out of it, I always trying to imagine him from the voice cues on wanted to get behind the gate of the Kenworth the telephone-not old, probably fit, probably plant, and Denton sounded like a basically clean shaven. Again the futility of trying to smart guy and nice besides. However, reality imagine came home to me. intruded into my thoughts, as it often does. What did I think I knew? I didn't know much beyond a handful of facts about his title and his job tenure, the fact that he knew Charlie, THOUGHTS ON THE ROAD believed things were generally going OK at I reminded Denton that I lived across the state the plant, and had some vague notion some- in Spokane and added that I had limited time thing wasn't quite right. I also had the distinct available in the short run. I noted that I had impression he had been fairly eager to talk plans to visit Seattle in three weeks and could with meafter all, he'd initiated calling me SELECTED CASES 213 and had quickly settled for an appointment window, he pointed ahead to a one-story convenient to me. brick building attached to the multistoried What did I really want to accomplish when I plant and told me I could park in the space in met with Denton? The more I considered this front and then go inside and identify myself question, the more I pared down my answers. to the receptionist. At minimum, it seemed for me a low-cost The floor of the wide hallway inside the situationa couple of hours of my time, per- double glass doors of the office building was haps some impressions of me that would be freshly waxed. Framed photographs of trucks communicated to Charlie (though I believed and large buildings lined the walls. A middle- Charlie and I had a relationship of mutual aged woman in a suit looked up from her respect and trust based on a lot of shared desk and smiled. After I identified myself, work). On the other hand, there was she led me down a side corridor to an alcove potentially a lot to gain-perhaps another and informed the secretary there who I was consulting job, perhaps more visibility and and that I was there to see Mr. Denton. She reputation in Seattle, which would be good then turned to me, smiled again, and wished for my business. me a good day. The seated secretary told me I decided I couldn't plan for our meeting in Mr. Denton was expecting me, but was on much detail; about all I could reasonably do the telephone. She gestured toward a bank was to be true to the posture I found to be use- of chairs and asked me to wait. As I sat ful in situations like this. I had to be myself, be down, I observed the corridor traffic, busy as real as possible. I see myself as a curious, but quiet. I settled back to wait. friendly person who basically likes others. I About 10 minutes later, a man of medium also know I can be bold and thought I might height and build wearing a sports jacket over have to be to get the conversation going to an open-collared shirt came through the door help Denton become clear as to why we were behind the secretary and walked directly to talking together, and to clarify my role. me. He extended his hand, smiled, introduced I also wanted to leave our meeting with a himself as Bob Denton and motioned me into decision to either go forward or not. While I his office. didn't mind investing a little time, my time The office was larger than I expected. It was was valuable. I also felt strongly, as I always paneled and a large Persian rug was centered do, that I didn't want to work with anyone on the floor. At one end were a clean desk who I didn't basically like as a person or who with side chairs and a table full of papers didn't seem to genuinely want to do some real behind it. At the other side of the office were work. Seeing the Cascade mountains on the a couch and two stuffed chairs around a low horizon, I began to feel easier. I'd be myself, coffee table. Drapes framed one large window whatever happened. Only one question that looked out on the parking lot. Denton nagged: Could Denton and I connect swiftly asked if I wanted coffee, and I said I did. He enough so there would be time to push for went to the door and asked the secretary to clarity in our possible work relationship? bring us both coffee and added we were not to be disturbed. While waiting for the coffee, we sat on the two stuffed chairs and made small MAKING CONTACT talk. He asked about my drive across the state; At the Kenworth plant, the uniformed guard I asked about the framed sailing prints on the at the plant gate checked his clipboard, wall and whether he'd been sailing lately. We slipped around my car, and copied down my chatted about the Sonics, the Kingdome, and license plate number. Returning to my open the coming World's Fair in Vancouver. After 214 PART 2 The Process of Organisation Development our coffee arrived, I asked him to tell me "I get along good with everyone. I go out in about his plant and products. the plant every day and circulate around. Denton spoke excitedly for 10 or 12 minutes Things are moving smoothly. My two newer on a wide range of topics, the daily produc- managersone runs our purchasing and tion rate of 23 trucks, the cost of a truck, the inventory, the other is in personnel-couldn't sales order backlog, some equipment updat- be working out better. Yet some things nag at ing just finished, his coming to this job from me that I can't put my finger on. I guess it bolis a plant in the Midwest, his spending a lot of down to some crazy notion I have that while time lately with the next year's budget, and we get along fine and work together well, we so forth. My impression of Denton was that haven't jelled together as a team quite like I'd he was highly involved in his work. He hoped." spoke rapidly but clearly with enthusiasm. I bombarded Denton with questions, trying to Finally, he leaned back, smiled, and said, find something that didn't hang together or "Well, I've been going on, haven't I?" I might indicate a problem. No matter what I remember thinking I liked Denton's ease and asked about from union relations to accounts his willingness to talk about his plant and receivable, from engineering-production rela- himself. I'd already learned a lot about the tions to turnover figures-Denton's responses plant and his job without more than looking were consistently factual and full, and every- interested. Denton certainly did seem lik- thing seemed to be in remarkably good shape. able, and he was younger and more casual I caught myself from going on with more than I expected. questions. Instead I said, "Bob, everything I've been asking about tells me you're OK. GETTING DOWN TO BUSINESS Maybe things here really are OK. Maybe you've just got some apprehension that things I clearly recall my response to Denton's ques- couldn't be that good. After all, you've been tion. "Actually, I've appreciated your sharing here long enough to really know. While there all this background with me. I've always been curious about this plant. Years ago, I had a is some chance that you're not well informed, and some things aren't so hot, the odds are part-time job when I was in college and used against it. About all I can suggest is whether to deliver some industrial supplies in this end of town and always wanted to know what you might want someone like me to indepen- happened in this plant. All I could see from dently confirm how things are going." Denton the road were those lines of big shiny trucks. smiled as if to himself and replied, "Hmm, It's nice to know they're built with care. But maybe, what would you suggest?" you asked for this meeting, Bob. Remember "What's usually done in situations like this, if you told me that while things were going well there is the interest and if there is the money here you sensed something wasn't quite right. to pay for it, is to engage someone like me to Can you tell me a little more now?" spend a few days interviewing a sample of "Not really. I know the plant is doing fine. I managers and other key staff people to see feel pretty much on top of my job. I like what what might turn up." I'm doing here very much. My department "From what you've heard so far, do you think headsall nine of them are all good people. that makes sense here?" Denton asked. All but two have been here quite a while. "Frankly, I don't know. It might be worth it to They're dependable, damn good at what they you just to learn things really are OK. What do, get along fine, and basically are good man- usually happens, however, is that I do find out agers," he said. about something that could be improved. After SELECTED CASES 215 all that's what I'm supposed to be good at, find- on a weekend, to jointly explore how things ing problems. One way or another, Bob, the are going. At minimum, I see several probable mere fact I was here would have some impact. outcomes from such a meeting: everyone The word would spread pretty fast that some would get somewhat better acquainted with outsider was snooping around. What impact one another; we'd know better if there were that might have I can't say. If things really are serious issues to tackle; we'd have the experi- OK, my presence might mean little. If there are ence of jointly going through problem identi- real problems, my being here would probably fication; and you'd get a sense of whether or tions that something would be done about outsider like myself." them, and it could even cause problems." I paused and went on: "Such a meeting would Denton nodded, "I see what you mean. If you be relatively efficient. It wouldn't take time came in, it would cost me some bucks, it would away from work, and it wouldn't cost an arm have some risks in how my people reacted; and a leg." Bob nodded, sipped his coffee and one way or another I'd have to do something." looked at me intently. "OK," he said, "I can see He paused and then went on. "Well, to tell the your points. Just what would we be doing?" truth, I don't want to upset things if they're Seeing Bob's interest as well as warming to OK, but just finding out whether they are or the idea myself, I went on to outline a retreat. not appeals to me. Isn't there some other way I suggested doing it at a country club or lodge to do this?" within a few hours' drive of Seattle. This set- Bob Denton seemed to me to be open to some ting was to provide a symbolic break from the minimal work by me. He'd responded as I'd customary business customary business environment, and because hoped to my candidness about the risks of it would cost everyone weekend time and the some conventional diagnostic snooping. He'd company the expense of travel, food, and really seemed to pay attention to what i'd lodging, it would show Bob's seriousness said, and I was beginning to like him and was about the event. I then suggested we begin intrigued with the situation. At times like this, with cocktails and dinner on a Friday eve- my thought processes seem to jump into high ning, work all day Saturday with appropriate gear. After all, a careful response was called breaks, and conclude by noon Sunday. Again, for and there were a number of considerations Bob nodded. He then asked, "But what would to factor in. The things I recall noting to we do? What would you charge?" myself went like this: apparently some mini- mal motivation on Bob's part; my real lack of of I did some quick calculations and responded, information about the Kenworth situation; "As for my fee, I'd have to bill you for a mini- my own schedule for the coming months- mum of three days at my daily rate of $_per h. day, and travel expensesassuming Kenworth which was pretty full; my intuition that prob- ably nothing major was wrong with Bob and would provide food and lodging. As for what his managers; and that whatever I proposed we'd actually do, that's more difficult to say exactly. Frankly, while I have several ways to had to be of modest cost. get us started, I'd need to play it by ear. In gen- eral, it would be my responsibility to see we LET'S HAVE A RETREAT talked straight and a lot with one another to I said to Bob: "Let me sketch out one idea that surface our concerns both big and small. I'm comes to mind. We could do a modest retreat. afraid you'd have to trust me on this." I said You, your department managers, and I could this last couple of sentences with some trepida- meet away from here for a couple of days, say tion, knowing from my experience that most PART 2 The Process of Organisation Development managers would want much more clarity, but I needed to know how Bob was viewing me. I was surprised at what happened next. Denton quickly agreed to have a retreat weekend as I'd outlined. We also selected a weekend a month-and-a-half away. He would find a site and let me know. In addition, we agreed he would use the phrase "a communi- cations workshop when he informed partici- pants. Glancing at my watch as I tell Dentons SOURCE: Craig C. Lundberg, Cornell University, office, I saw it was just 11:30. : Kenworth Motors selected cases It began with a telephone call, as did so many see him then, otherwise it might not be for a of my engagements. The person calling identi-month. Denton sounded almost eager as he fied himself as Robert Denton, the plant man- agreed to a 10 A.M. appointment on April 11. ager of Kenworth Motors' Seattle truck The drive westward from Spokane across the manufacturing operations. Denton said he'd state of Washington on Interstate 90 begins gotten my name from Charles Wright a cient with several hours of boring highway. I had of mine in Seattle. Charlie is the OD manager purposely put off thinking about my appoint for a major timber products company. I'd been ment with Robert Denton until I was on the doing several projects with Charlie's group of road. As the interstate stretched out over the internal consultants for the past three years rolling sagebrush hills and checkered wheat and occasionally served as the OD group's fields. I turned my thoughts to Kenworth consultant, Denton noted that Charlie and he Motors and Denton. Uppermost in my mind were members of the same sailing dub. He was that I was about to talk with a man! went on to say that when, as someone rela- knew little about consult with a firm I knew tively new to Seattle, he'd asked Charlie if he very little about, and I had no focused agenda. knew any consultants, Charlie had spoken What should I say and do? highly of me. I remember thinking that As the miles went by. I envisioned several Charlie probably wouldn't have mentioned alternative scenarios for my upcoming me unless he thought I could be useful to appointment with Robert Denton, the plant Denton. My trust in Charlie's competence and manager of the truck manufacturing division judgment was very high. of Kenworth Motors Corporation. I saw his Denton went on to explain that he'd been the office in several possible ways. It could be plant manager for only eight months, that at spartan and centrally located to the produce things seemed to be going well, but that he tion floor. It could be conventionally furnished had a gnawing sense that things could be bet. but of a fair size. It could be large. It might ter. I must have murmured something appro- even be opulent. It could be personalized priate because Denton invited me to visit him with mementos of career, hobbies, or family. and become acquainted with his operation. It might be far from the production floor, or I was both flattered by and interested in even in a separate building. The more I tried Denton's invitation. After all, I thought to to envision Denton's office, the more alterna- mysell, it's nice to be wanted, a consulting tives came to mind. So I focused on Denton, engagement might come out of it. I always trying to imagine him from the voice cues on wanted to get behind the gate of the Kenworth the telephone-not old, probably fit, probably plant and Denton sounded like a basically dean shaven. Again the futility of trying to smart guy and nice besides. However, reality imagine came home to me. intruded into my thoughts, as it often does. What did I think I knew? I didn't know much beyond a handful of facts about his title and his job tenure, the fact that he knew Charlie. THOUGHTS ON THE ROAD believed things were generally going OK at I reminded Denton that I lived across the state the plant, and had some vague notion some in Spokane and added that I had limited time thing wasn't quite right. I also had the distinct available in the short run. I noted that I had impression he had been fairly eager to talk plans to visit Seattle in three weeks and could with me after all, he'd initiated calling me SELECTED CASES of me that believed med roman te and had quickly settled for an appointment window, he pointed ahead to a one-story convenient to me. brick building attached to the multistoried What did I really want to accomplish when I plant and told me I could park in the space in met with Denton? The more I considered this front and then go inside and Identify myself question, the more I pared down my answers to the receptionist Al minimum, it seemed for me a low-cost The floor of the wide hallway inside the situation a couple of hours of my time, per double glass doors of the office building was haps some impressions of me that would be freshly waxed. Framed photographs of trucks communicated to Charlie (though I believed and large buildings lined the walls. A middle Charlie and I had a relationship of mutual aged woman in a suit looked up from her respect and trust based on a lot of shared desk and smiled. After I identified mysell. work). On the other hand, there was she led me down a side corridor to an alcove potentially a lot to gain perhaps another and informed the secretary there who I was consulting job, perhaps more visibility and and that I was there to see Mr. Denton. She reputation in Seattle, which would be good then turned to me, smiled again, and wished for my business. me a good day. The seated secretary told me I decided I couldn't plan for our meeting in Mr. Denton was expecting me, but was on much detail: about all I could reasonably do the telephone. She gestured toward a bank was to be true to the posture I found to be use of chairs and asked me to wait. As I sat ful in situations like this. I had to be myself, be down, I observed the corridor traffic, busy as real as possible. I see myself as a curious but quiet. I settled back to wait. friendly person who basically likes others. I About 10 minutes later, a man of medium also know I can be bold and thought I might height and build wearing a sports jacket over have to be to get the conversation going to an open-collared shirt came through the door help Denton become dear as to why we were behind the secretary and walked directly to talking together, and to clarify my role. me. He extended his hand, smiled, introduced I also wanted to leave our meeting with a himself as Bob Denton and motioned me into decision to either go forward or not. While I his office. didn't mind investing a little time, my time The office was larger than I expected. It was was valuable. I also felt strongly, as I always paneled and a large Persian rug was centered do, that I didn't want to work with anyone on the floor. At one end were a dean desk who I didn't basically like as a person or who with side chairs and a table full of papers didn't seem to genuinely want to do some real behind it. At the other side of the office were work. Seeing the Cascade mountains on the a couch and two stuffed chairs around a low horizon, I began to feel easier. I'd be myself. coffee table. Drapes framed one large window whatever happened. Only one question that looked out on the parking lot. Denton nagged: Could Denton and I connect swiftly asked if I wanted coffee, and I said I did. He enough so there would be time to push for went to the door and asked the secretary to darity in our possible work relationship? bring us both coffee and added we were not to be disturbed. While waiting for the coffee, we sat on the two stuffed chairs and made small MAKING CONTACT talk. He asked about my drive across the state At the Kenworth plant, the uniformed guard I asked about the framed sailing prints on the at the plant gate checked his clipboard, wall and whether he'd been sailing lately. We slipped around my car, and copied down my chatted about the Sonkos, the Kingdome, and license plate number. Returning to my open the coming World's Fair in Vancouver. After asked about the licered around my cat asked his clipboard PART 2 The Process of Organisation Development our coffee arrived, I asked him to tell me "I get along good with everyone. I go out in about his plant and products. the plant every day and circulate around. Denton spoke excitedly for 10 or 12 minutes Things are moving smoothly. My two newer on a wide range of topics the daily produc. managers-one runs our purchasing and tion rate of 23 trucks, the cost of a truck the inventory, the other is in personnel couldn't sales order backlog some equipment updat. be working out better. Yet some things nag at ing just finished, his coming to this job from me that I can't put my finger on. I guess it boils a plant in the Midwest, his spending a lot of down to some crary notion I have that while time lately with the next year's budget, and we get along fine and work together well, we so forth. My impression of Denton was that haven't jelled together as a team quite like I'd he was highly involved in his work. He hoped." spoke rapidly but clearly with enthusiasm. I bombarded Denton with questions, trying to Finally, he leaned back, smiled, and said, find something that didn't hang together or "Well, I've been going on, haven't I? I might indicate a problem. No matter what I remember thinking I liked Denton's ease and asked about-from union relations to accounts his willingness to talk about his plant and receivable, from engineering production rela- himself. I'd already learned a lot about the tions to tumover figures-Denton's responses plant and his job without more than looking were consistently factual and full, and every. Interested. Denton certainly did seem lik- thing seemed to be in remarkably good shape. able, and he was younger and more casual I caught myself from going on with more than I expected. questions. Instead I said, "Bob, everything I've been asking about tells me you're OK. GETTING DOWN TO BUSINESS Maybe things here really are OK. Maybe I dearly recall my response to Denton's ques. you've just got some apprehension that things tion. Actually, I've appreciated your sharing couldn't be that good. After all, you've been all this background with me. I've always been here long enough to really know. While there curious about this plant. Years ago, I had a is some chance that you're not well informed, part-time job when I was in college and used and some things aren't so hot, the odds are to deliver some industrial supplies in this end against it. About all I can suggest is whether of town and always wanted to know what you might want someone like me to indepen- happened in this plant. All I could see from dently confirm how things are going. Denton the road were those lines of big shiny trucks. smiled as if to himself and replied, "Hmm, It's nice to know they're built with care. But maybe, what would you suggest? you asked for this meeting, Bob. Remember "What's usually done in situations like this, if you told me that while things were going well there is the interest and if there is the money here you sensed something wasn't quite right to pay for it is to engage someone like me to Can you tell me a little more now?" spend a few days interviewing a sample of "Not really, I know the plant is doine fine managers and other key staff people to see feel pretty much on top of my job. I like what what might turn up." I'm doing here very much. My department "From what you've heard so far, do you think headsall nine of them are all good people that makes sense here?" Denton asked. All but two have been here quite a while. "Frankly, I don't know. It might be worth it to They're dependable, damn good at what they you just to learn things really are OK. What do, get along fine, and basically are good man- usually happens, however, is that I do find out agers," he said. about something that could be improved. After SELECTED CASES Bersuchsees all that's what I'm supposed to be good at, find- on a weekend, to jointly explore how things ing problems. One way or another, Bob, the are going. At minimum. I see several probable mere fact I was here would have some impact. outcomes from such a meeting everyone The word would spread pretty fast that some would get somewhat better acquainted with outsider was snooping around. What impact one another, we'd know better if there were that might have I can't say. If things really are serious issues to tackle: we'd have the experi- OK, my presence might mean little. If there are ence of jointly going through problem identi real problems, my being here would probably fication, and you'd get a sense of whether or create some tensions, it could raise expecta- not your team was open to working with an tions that something would be done about outsider like myself." them, and it could even cause problems." I paused and went on: "Such a meeting would Denton nodded, "I see what you mean. If you be relatively efficient. It wouldn't take time came in, it would cost me some bucks, it would away from work, and it wouldn't cost an arm have some risks in how my people reacted and a leeBob nodded, sipped his coffee and one way or another I'd have to do something." looked at me intently. "OK," he said, "I can see He paused and then went on. "Well, to tell the your points. Just what would we be doing?" truth, I don't want to upset things if they're Seeing Bob's interest as well as warming to OK, but just finding out whether they are or the idea myself. I went on to outline a retreat. not appeals to me. Isn't there some other way I suggested doing it at a country dub or lodge to do this? within a few hours drive of Seattle. This set Bob Denton seemed to me to be open to some ting was to provide a symbolic break from the minimal work by me. He'd responded as I'd customary business environment, and because us hoped to my candidness about the risks of it would cost everyone weekend time and the some conventional diagnostic snooping. He'd company the expense of travel, food, and really seemed to pay attention to what I'd lodging would show Bob's seriousness said, and I was beginning to like him and was about the event. I then suggested we begin intrigued with the situation. At times like this. with cocktails and dinner on a Friday eve- my thought processes seem to jump into high ning work all day Saturday with appropriate gear. After all, a careful response was called breaks, and conclude by noon Sunday. Again. for and there were a number of considerations Bob nodded. He then asked, "But what would to factor in. The things I recall noting to we do? What would you charge?" myself went like this: apparently some mini- mal motivation on Bob's part: my real lack of I did some quick calculations and responded, "As for my fee, I'd have to bill you for a mini- information about the Kenworth situation; my own schedule for the coming months- mum of three days at my daily rate of $_ per which was pretty full: my intuition that prob- day, and travel expenses assuming Kenworth would provide food and lodging. As for what ably nothing major was wrong with Bob and we'd actually do, that's more difficult to say his managers, and that whatever I proposed exactly. Frankly, while I have several ways to had to be of modest cost. get us started, I'd need to play it by ear. In gen- eral, it would be my responsibility to see we LET'S HAVE A RETREAT talked straight and a lot with one another to I said to Bob: "Let me sketch out one idea that surface our concerns both big and small. I'm comes to mind. We could do a modest retreat. afraid you'd have to trust me on this. I said You, your department managers, and I could this last couple of sentences with some trepida meet away from here for a couple of days, saytion, knowing from my experience that most PART 2 The Process of Organisation Development managers would want much more clarity, but I needed to know how Bob was viewing me. I was surprised at what happened next. Denton quickly agreed to have a retreat weekend as I'd outlined. We also selected a weekend a month-and-a-half away. He would find a site and let me know. In addition, we agreed he would use the phrase "a communi- cations workshop when he informed partici- pants. Glancing at my watch as I left Denton's office, I saw it was just 11:30. SOURCE: Craig C. Lundberg Grwell Unity