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Simmons Case a Review

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Simmons Case (A) Review

They say there are only two things constant in life: death and taxes, the rest of the time we are faced with change. Since 1875 the Simmons Company has seen many changes in product lines and technology; however by 2001 they were facing out dated leadership techniques and economic challenges that needed to be addressed in order for the company to survive. Eitel, Simmons CEO, found division between manufacturing plants and low morale throughout many of the factories. In order to instill new life into Simmons, Eitel knew that the company had to make some drastic changes to its culture. One of these changes up for debate was the Great Game of Life (GGOL).
The Great Game of Life (GGOL) program uses key psychological and sociological behaviors to bring a group of people together and build bonds of trust and cohesiveness that transforms them from a collection of individuals into a team. The program is designed to break down social barriers and create situations where the only way people can be successful is to rely upon each other. This allows them to see the importance of building working relationships in a positive way at work and helps them “envision [a] success together and have trust established” (Casciaro & Edmondson, 2007). It seems that GGOL is based on the inside-out growth method by starting first with the person and then the team. Ultimately the program was designed to “help people make better choices in order to live a better life through choosing growth over fear” (Casciaro & Edmondson, 2007).
But the real question still haunting Eitel was should Simmons implement the GGOL? On one hand the GGOL could help transform the company culture in a way that would increase productivity and reduce employee turn-over, both cost saving moves. On the other hand the financial cost of the program along with loss of their top three

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