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Simmons Case Study

In the year 2001, the Simmons Bedding Company was experiencing economic difficulties, which needed to be addressed for the company to maintain operation. Charlie Eitel, CEO of Simmons made the decision that the company had to make changes to its culture. A major change Charles Eitel contemplated was implementing the Great Game of Life (GGOL) program into the company. Introducing the GGOL program into the company will bring about positive changes to the company that will boost employee morale, employee performance, and subsequently improve the Simmons’ company.
Simmons Background
The Simmons Bedding Company is one of the biggest mattress and bed related products manufacturer in the United States. Simmons was founded in 1870, when Zalmon G. Simmons opened his first factory in Kenosha, Wisconsin. The company’s ability to mass produce beds since 1875 enabled the company to grow into one of the biggest companies in the United States (Casciaro & Edmonson, 2007).
In the year 2001, The Simmons Company was facing hard times. It had lost three major customers, the US economy was suffering, and Simmons had to get rid of foam using for bed cushioning because it was bad inventory. In addition, Charles Eitel the CEO had discovered that there was friction between manufacturing plants and low morale throughout many of the company factories. Charles Eitel wanted to make significant changes to the culture of the Simmons Company. One of changes that has been debated is whether the costly Great Game of Life (GGOL) program should be implemented to change the company’s culture (Casciaro & Edmonson, 2007).
The Great Game of Life (GGOL)
The Great Game of Life (GGOL) is a program developed by Larry Wilson, from Wilson Consulting. The program use psychological and sociological actions to build cohesive teams in the workplace. The program creates situations, where success is dependent on the employee’s ability to work together (Whitcomb, 2007). Through the program employees will see how important positive working relationships are towards success.
The GGOL works by first working with the individual. The work with the individual gives leader information how to move forward when they incorporate the team (Whitcomb, 2007). The GGOL program states that a business will be profitable if there is a cooperative organizational culture, customers are happy, and the leadership team empowers employees (Casciaro & Edmondson, 2007).
However, there are questions about whether the GGOL program is a viable option for an organization that is facing economic uncertainty. The program will cost approximately, 2.4 million dollars a year over a 3 year period (Casciaro & Edmondson, 2007). Charles Eitel has to convince the Fenway Partners, the owners of Simmons that the payoff of the GGOL program will exceed the costs. If the GGOL program fails then it could bankrupt Simmons, if it succeeds it could make the company more profitable and increase work morale.
Decision to implement GGOL
The GGOL should be implemented in the Simmons Company. The purpose of the GGOL is about building relationships and maintaining a positive culture throughout the organization (Kotter, 1994). Simmons is currently experiencing poor relationships within factories and low worker morale. The GGOL program can change the poor environment in the culture and create a more team oriented work environment and a positive working culture.
One reason why GGOL should be implemented is because one of the goals of the GGOL is to turn individuals into teams. There is a culture of competiveness and division among manufacturing plants at Simmons. The division had gotten to the point that plants would not share information with each other (Casciaro & Edmondson, 2007). If implemented, the GGOL will create an atmosphere where the need for manufactures to compete with other manufactures within the company will be eliminated.
A second reason why GGOL should be implemented is the morale among factory workers is low. When employee morale is low, they will become less enthused about work, and the productivity suffers (Abbott, 2003). The GGOL program can improve team morale because it gives employees a purpose and highlights their talents (Wilson, 2009). When an employee’s talent is recognized, they feel they are not being taken for granted, and increases their enthusiasm about the work (Abbott, 2003). If implemented the GGOL will increase employee morale, which in turns increases production, which is better for business.
A third reason why GGOL should be implemented is because the GGOL creates better leaders. Organizational issues experienced at Simmons fall on management as well as factory employees. The GGOL program makes leaders responsible for personal and professional growth (Casciaro & Edmondson, 2007). Implementing the GGOL program can help leaders make members of the organization realize their potential, and optimize it for the good of the organization.
Implementation of GGOL
To successfully implement the GGOL program, Eitel should follow Kurt Lewin’s three step model of implementing change in the organization. The first step would be unfreezing step which includes informing all employees and management about the change (Levasseur, 2001). Communicating with the employees and taking questions about changes is one of crucial steps in implementing change (Ryan, 2009). Once employees and management are informed about why change is needed and why the program will be mandatory, leaders can go onto to the next stage of Lewin’s model.
The second stage of Lewin’s model is the change stage, where the GGOL program will be implemented. Now that employees know why change is coming, the GGOL will take place. All employees will begin the GGOL training program which begins with 3-4 gatherings of the leadership group, and a 1-2 day program for every person in the organization (Wilson, 2009). After the gatherings the “BE IT” teams should be formed and they will meet once per month. During this period, the leaders should be witnessing a change in the organization’s culture.
In the course of the gatherings in the early phases of the GGOL, leaders should come into agreement about the purpose, values, and vision of the organization. The employees will go through a self-evaluation to express their passions, commitment, and creativity (Wilson, 2009). If the GGOL program is working, the leaders should notice improved worker morale, lower worker turnover, and less friction among the staff.
The last stage of implementing change according to the Kurt Lewin model is the freezing stage. Under the freezing stage, the GGOL program should already be in place. In this stage leaders reinforce the program, and make sure organizational change is long-term (Levasseur, 2001). The monthly meetings from the “BE IT” teams (team of employees formed during the gatherings) helps in making this happen. Charles Eitel will have successfully implemented the GGOL program if the Simmons organization achieves the freezing stage.
Emotional response to change
Change in any organization, may elicit an emotional response from management or employees. Person in the organization may react negatively or positively to the changes. If the changes affect a person negatively they may have an emotional reaction such as anger, depression, or anxiety about their job status. These changes can also affect them on a physiological level, which can include increased heart rate, high blood pressure, migraines, or fatigue (Roesler, 2007).
To handle emotional responses, employees should know that it is the entire organization from top to bottom that will be changing and not just them. If employees feel they are being singled out for poor performance, they will work on “thin ice”, and harbor resentment towards leadership (Roesler, 2007). If an employee has an emotional response to change, they should be allowed to meet with leaders to voice their concern.
Employees should also be informed that the changes are implemented to create a positive work environment. The low morale among factory employees means there is a problem at the heart of the organization. If employees are informed that changes being made will create a better working environment, they will have a more positive attitude toward the organization and the changes being made.

Conclusion
Despite the costs, Charles Eitel should implement the GGOL program into the Simmons Company because it will create a team based culture for employees. The goal of the GGOL is to change individuals into teams. Charles Eitel can explain to the Fenway Partners, that the program will create better leaders and more productive employees throughout the organization. If the Fenway Partners are hesitant to invest the money for the program, they should be informed that this will benefit the organization for the long term and is not a short term fix. The current culture of the organization is not conducive to long term success.
The Charlotte Pride video posted by the Charlotte Plant where the GGOL program showed me that the GGOL program should be implemented in the Simmons organization. The employees throughout the video were enthusiastic about their jobs, and appeared they enjoyed the team building activities. If that environment can be implemented in the Charlotte plant, it can work at every plant Simmons has and organizational business were non-manufacturing work is done.

References
Abbot, J. (2003). Does employee satisfaction matter? A study to determine whether low employee morale affects customer satisfaction and profits in the business-to-business sector. Journal of Communication Management 7(4) 333-339. Retrieved from: http://www.emeraldinsight.com/journals.htm?articleid=1524242&show= Kotter, J. (1996). Leading change. Boston: Harvard Business Review Press.
Levasseur, R. (2001). People skills: Change management tools--Lewin's change model.
Interfaces 31 (4) 71 Retrieved from: http://eds.b.ebscohost.com.library.gcu.edu:2048/eds/pdfviewer/pdfviewer?vid=3&sid=c da69fc-335d-4564-8262-b443d21561fe@sessionmgr113&hid=101
Roseler, S. (2007). Change reactions: Your emotional cycle part I Retrieved from: http://www.allthingsworkplace.com/2007/11/change-reaction.html Ryan, J. (2009). The three fundamentals of effective leadership Retrieved from: http://www.forbes.com/2009/04/29/vision-communication-judgment-leadership- managing-ccl.html
Whitcomb, D. (2007). Eitel enjoying the “great game of life”. Bed Times Magazine Retrieved from: http://bedtimesmagazine.com/
Wilson, L. (2009). The great game of life Retrieved from:
http://jonathantrapman.com/dumbrat/greatgame.html

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