saying. Aside from increasing the amount of times they visited or stayed long past the primary shift, they would ask employees as they walked through the aisles during their visits,“ how’ s it 6 going?” Usually they got nothing but silence especially when Paul was walking around. There were at least six occasions, during different times of the shift, within a three week period when they had arrived and Paul was no where to be found. They waited for about an hour each time. Upon Paul’ s return he’ d usually have a pizza box or a sandwich with him. His explanation was he went to get dinner and there was a crowd which caused the delay. Paul would always walk in with the coach from ADC. THE VISITS WITH THE TEAMS Judy decided one evening to join one of the team meetings from the shift. These took place on a bi-weekly basis. The teams would discuss projects, workloads, resources, processes, etc. During the course of one of these meetings, Judy decided to ask bluntly how they felt they were being treated by management. At first there was a deafening silence. Judy waited and asked again if management was pleasant and helping them get their work done.“ Quite frankly,” Judy noted,“ the quality and productivity of your team on the second shift is not up to standards. Our customers are getting concerned about late shipments and shabby workmanship. Some of them are considering leaving us and going elsewhere for their clothing. That means layoffs if they do.” Soon the silence was broken and Chang, an expert seamstress, interjected. Chang:“ He, Mr. Paul, yell at us. He no respect us, he tell us to take a hike when we ask