Reference no: EM133206786

Case: Castle Medical Sam Cahill clicked the mouse for one more round of solitaire on the computer in his den. He'd been at it for more than an hour, and his wife had long ago given up trying to persuade him to join her for a movie or a rare Saturday night on the town. The mind-numbing game seemed to be all that calmed Sam down enough to stop agonizing about work and how his job seemed to get worse every day. Cahill was chief information officer at Castle Medical, a large medical prod-ucts company based in Connecticut.

He had joined the company four years ago, and since that time Castle had made great progress integrating technology into its systems and processes. Cahill had already led projects to design and build two highly successful systems for Castle. One was a benefits-administration system for the company's human resources department.

The other was a complex Web-based purchasing system that streamlined the process of purchasing supplies and capi-tal goods. Although the system had been up and running for only a few months, modest projections were that it would save Castle nearly $2 million annually. The new Web-based system dramatically cut the time needed for processing requests and placing orders. Purchasing managers now had more time to work collabora-tively with key stakeholders to identify and select the best suppliers and negotiate better deals. Cahill thought wearily of all the hours he had put in developing trust with people throughout the company and showing them how technology could not only save time and money but also support team-based work, encourage open information sharing, and give people more control over their own jobs. He smiled briefly as he recalled one long-term HR employee, 61-year-old Ethel Moore. She had been terrified when Cahill first began showing her the company's intranet, but she was now one of his biggest supporters.

In fact, it had been Ethel who had first approached him with an idea about a Web-based job posting system. The two had pulled together a team and developed an idea for linking Castle managers, internal recruiters, and job applicants using artificial intelligence software on top of an integrated Web-based system. When Cahill had presented the idea to hisboss, executive vice president Sandra Ivey, she had enthusiastically endorsed it.

Within a few weeks the team had authorization to proceed with the project. But everything began to change when Ivey resigned her position six months later to take a plum job in New York. Ivey's successor, Tom Labo, seemed to have little interest in the project. During their first meeting, Labo had openly referred to the project as a waste of time and money. He immediately disapproved sever-al new features suggested by the company's internal recruiters, even though the project team argued that the features could double internal hiring and save mil-lions in training costs. "Just stick to the original plan and get it done.

All this stuff needs to be handled on a personal basis anyway," Labo countered. "You can't learn more from a computer than you can talking to real people-and as for internal recruiting, it shouldn't be so hard to talk to people if they're already working right here in the company." Labo seemed to have no understanding of how and why technology was being used. He became irritated when Ethel Moore referred to the system as "Web-based." He boasted that he had never visited Castle's intranet site and suggested that "this Internet obsession" might cool down at some point. Even Ethel's enthusiasm couldn't get through to him. "Technology is for those people in the IT department. My job is people, and yours should be, too," Labo shouted. Ca-hill sighed and leaned back in his chair. The whole project had begun to feel like a joke. The vibrant and innovative human resources department his team had imag-ined now seemed like nothing more than a pipe dream. But despite his frustration, a new thought entered Cahill's mind: "Is Labo just stubborn and narrow-minded or does he have a point that HR is a people business that doesn't need a high-tech job posting system?"

Question 1. Describe the two different mindsets and mental models represented in this story.

Question 2. What are some of the assumptions that shape the mindset of Sam Cahill? Of Tom Labo?

Question 3. Do you think it is possible for Labo to shift to a new mental model? If you were Sam Cahill, what would you do?