ABSTRACT
Fear and blame as a strategy was seen as unproductive and, in fact, the general manager constantly encouraged all employees to be free of fear and full of confidence. The first was directionand together established a strategic direction to improve plant performance. The first strategy included improving the reliability and safety of the plant through improved systems and processes. The second strategy was to improve the technical competency of all employees. The third was to ensure all employees had the necessary information to ensure that the decisions made were in the best interests of the business. The strategy was to give executive team members a new experience that would allow them to change their attitudes and approaches to improving the performance of the business. A more fundamental tension is the challenge that quantum physics has presented to the Newtonian thinking that haunts the corridors and board rooms of most of corporations.
