In 2014, only half a month into her new job, General Motors CEO Mary Barra faced a rite of passage when the company was forced to assess 1.6 million small cars for defective ignition switches linked to various fatal accidents. The primary goal of this study is to shed light on how insights from the book Anatomy of Peace aided in the resolution of the problem.
The organization's initial reaction to the crisis, including Barra's perilous testimony before Congress and the decision to replace its Chief Communication Officer, was unremarkable, but as the new interchanges group has revealed (comprising of car industry veterans Steve Harris and Tony Cervone ) took control and Barra started to find her feet, the organization normalized.
It appears that the company must have used the Peacemaking Pyramid highlighted in the book, Anatomy of peace (See annex 1). The mystery of the Peacemaking Pyramid is that it prompts us to search for answers for an issue at a more profound level than the level of the issue. The response to an issue at one level of the pyramid is at the level beneath. In the event that one endeavors to amend a man's failure, he has to study at the way another is imparting and clarifying what he needs. In the event that one's teaching and communicating come up short, the correspondent need to study his learning and listening from you (Station, 2016).
Chief Mary Barra ventured in with a strategy of straightforwardness and accountability that made another standard of leadership, which built up her validity as the new CEO. By treating the casualties reasonably, hold her staff responsible and releasing a couple en route and rolling out critical inward policy improvements, she clarified that the organization established on giving safe vehicles to ordinary individuals still had its needs straight.
Reference
Station, S. (2016). Summary of the Anatomy of Peace: From the Arbinger Institute. New york: CreateSpace Independent Publishing Platform.
Annexes
Annex 1
