Tyco's Turnaround Team

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 discernments 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 and every employee by translation 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 Ty...

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...as going to need to overcome was trust, and being able to articulate a reassuring method that the issues from the past were over and never going to happen again. The company’s reputation was tarnished and Tyco needed to emerge out of the venture into a new form of the company. It had to display that senior management accountability was there and illustrate effectively that the new team in the company had integrity, transparency and the ability to perform, taking the company to a new, higher level than before. The recognition of the GMI rating to 9.0 in 2005, showed that all the work Ed Breen had done worked, and Tyco was in the new generation of their existence (Palmer, Dunford, & Akin, 2009).

Works Cited

Palmer, I., Dunford, R., & Akin, G. (2009). Managing Organizational Change: A Multiple Perspectives Approach (2nd ed.). New York, N.Y, USA: McGraw-Hill/Irwin.