During the next nine months, 20 per

During the next nine months, 20 percent of the Seattle station work force had left the company, including three of her direct reports. On-time departures improved but remained below expectations. An increased number of customer letters complained about rude service from employees. Neither Inez nor her manager, the vice president of operations, could understand what had happened; Inez used proven tactics that should have resulted in increased productivity and satisfaction. Inez's manager asked her to complete a 360-degree evaluation so they could both gain a more accurate picture of what was wrong.