Case 1: Kenworth Motors

1. Please discuss the entry activities that occur in this case. How does the OD consultant prepare for the first meeting? How do you think of different ways the consultant may have prepared for the initial meeting?

The OD consultant received a phone call from Robert Denton, the plant manager of Kenworth Motors’ Seattle truck manufacturing operations. Denton got to know the OD consultant from Charles Wright, the OD manager for a major timber products company. Denton and Charlie were members of the same sailing club. Denton had been the plant manager for only eight months who was relatively new to Seattle, he had asked Charlie if he knew any consultants, Charlie highly recommended to Denton his current OD group’s consultant who has been working as the internal consultants for the past three years. Denton invited the OD consultant to his operation after the OD consultant explained about his schedule to Denton. Denton and the OD consultant agreed to meet on April 11 at 10 a.m.

Before the first meeting, the OD consultant imagining about the location of the meeting, the office of Denton, in several possible ways. The more he tried to envision Denton’s office, the more alternatives came to his mind. So, he kept focusing on how will be the personalities of Denton from the voice cues on the telephone. In his imagination, Denton would be not old, probably, fit, probably clean shaven.
Continually the OD consultant asked himself three questions. 1.) What did I knew? 2.) What did I really want to accomplish when I met with Deton? 3.) Could Denton and I connect swiftly enough to there would be time to push for clarity in our possible work relationship?

2. The case describes in detail the discussions between the consultant and Denton which were meant to clarify the organization issues. In what ways were these discussions effective or ineffective for the OD practitioner? Are there other questions that might have been asked to clarify organizational issues?

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

4. In this case, the OD consultant brings up the issue of trust with regard to retreat design. Why is this important, and what impact will it have on retreat planning and implementation?

5. Why do you think Denton agreed so quickly to holding a retreat? What implications might this have regarding the intervention and addressing the real issues of Kenworth Motors?