At a Helicopter Plant in the United States, an Army

At a helicopter plant in the United States, an army of consultants arrived one day, without explanation. The rumor mill kicked in; employees guessed the plant would be shut down or some of them would be laid off. Three months later, management unveiled its new plan, involving a new method of manufacturing based on teams. But management did not adequately answer questions about the purpose of the changes, employees resisted, conflicts arose, and the formerly popular plant manager lost the trust of his people. Costs skyrocketed, and quality plummeted. In this example, it would have been better if the manager had practiced

A) outcome evaluation.
B) priority layoffs.
C) procedural justice.
D) open communication.
E) recruitment.