While individuals were giving their input into the situation, everyone at the meeting took notes. When they were through, Metcaff told them he would meet them in his office in two days too discuss their thoughts and ideas on the issue along with their proposed solutions.
We have seen in the depiction of the two meetings how Metcaff is able to form a coherent whole among disparate aspects of management and diverse decision-making and management styles. Similar to the Silicon Forest management philosophy that “All of our organizations have a dream, a Utopia which they find persuasive and which directs their activities”, we see that Metcaff is handling this as a company-wide problem without finger-pointing only solution finding (Limerick et al 153).
Being a fierce competitor with the highest ethical standards
The management practices utilized by Peter Metcaff are in accordance with many of the modern day management theories offered by Limerick, Cunnington, and Crowther, particularly the ability to create a meta-strategic management cycle that creates a synergistic whole out of the disparate management elements of vision, identity, configuration, and systems of action. So, too, Metcaff was able to accomplish this on the individual management level as he was able to direct team dynamics in such a manner where different management and problem-solving styles were able to arrive at outcomes greater than the sum of their often disparate parts.