This case study deals with the introduction of a form of Industrial Democracy in a small tyre company located in Brisbane. It describes the four stages of the change program – the managing-owner's acceptance of the implications of the changes; the involvement of the employees; the immediate on-the-job results; and the first seven month settling-down period. Project 3P (for Profit, Protection and Productivity) has been remarkably successful in mobilizing the human resources of that company to achieve its objectives, and might serve as a model of change for other organizations.
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