CASE STUDY #3: SUPERFUND PROJECT In 2001, a long-term client had recently relocated to a new company with a new mission. His new VP job was at an environmental superfund project at a toxic site scheduled for clean up and closure. The project was struggling to meet government contract deadlines. Our client was expected to oversee and manage the re-shaping of a staff organization responsible for safety, quality and engineering support. This group was at constant odds with the line-production organizations. The line-production organizations were charged with decontaminating, de-constructing, removing and inter-state transporting of the toxic waste. The conflicted relationship between the line and the staff organizations was impeding progress, causing scheduling delays and increasing costs. TFG worked in partnership with the VP client and his management team to re-define and clarify the role of the safety, quality and engineering organization. We assisted this organization to shift to more of an in-house consulting role and less of a monitoring, policing role. In order to make this shift; the entire staff received comprehensive training about their new roles. This was achieved with "just-in-time" on-the-job training, education and coaching, allowing members to keep working while learning. TFG trained employees in conflict resolution skills and mediation. We designed mini on-the-job retreats for the management team. We facilitated the implementation of cross-organization teams called "Centers of Excellence" as a means of identifying and resolving cross-organization issues. This aided in maximizing the relationships between the safety, quality and engineering support group, the six line-production organizations and the government-funding agency. Additionally, TFG provided coaching and guidance to the management team to help employees at all levels to deal with the emotional impact of downsizing as part of the closure process. Today our client's project is ahead of schedule and within budget. There is a well functioning relationship between the line and government organizations. The safety, quality and engineering organization is now seen as providing value added services.