ROI Case File No.293 | 'GrindTech's Quiet Collapse'

Chapter One: A Small Department's Big Cry—The Limit of Three People

The week after AdNova's VRIO case was resolved, a consultation arrived from Saitama regarding an organizational crisis at an abrasives manufacturer. Episode 293 of Volume 24 "Proof of Reproducibility" is a story of transforming emotional conflict into calm dialogue, restoring order to a small organization.

"Detective, our general affairs department is on the verge of collapse. Three people handle accounting, information systems, and HR concurrently. We want to introduce new tools, but nobody agrees. Meetings become emotional arguments, and nothing gets decided."

Nana Takahashi, general affairs manager at GrindTech, a native of Kawagoe, visited 221B Baker Street with an expression of complete exhaustion. In her hands were documents on tools under consideration and, in stark contrast, meeting minutes marked "Consideration Suspended."

"We manufacture industrial abrasives in Saitama. We're a small-to-medium enterprise with 85 employees. The general affairs department has three people including myself. Everyone handles multiple tasks. We're at our limit."

GrindTech's General Affairs Department Collapse Crisis: - Founded: 1992 (industrial abrasives manufacturing) - Employees: 85 - General affairs department: 3 people (1 manager, 2 staff) - Responsibilities: Accounting, information systems, HR, general affairs - Working hours: Monthly average 260 hours - Tool under consideration: Integrated business management system - Consideration period: 8 months - Decision status: Suspended (conflict escalated)

There was deep anguish in Takahashi's voice.

"The problem is that the three of us have completely different opinions. I want to promote system introduction. But Sato from accounting opposes, saying 'The current method is sufficient.' Tanaka from HR is indifferent, saying 'Either is fine.' Every meeting becomes hostile."

Internal Conflict in General Affairs:

Takahashi's (Manager) Position: "At this rate, work won't function. We should improve efficiency with system introduction."

Sato's (Accounting) Position: "We can't master a new system. The current Excel is fine."

Tanaka's (HR) Position: "Either is fine. As long as my workload doesn't increase."

Recent Meeting (5th) Record:

Takahashi: "We're at our limit. Without introducing a system, we'll collapse."
Sato: "The manager just likes new things. You're not considering our burden."
Takahashi: "What do you mean not considering!"
Sato: "I mean you don't understand the field."
Tanaka: "...(silence)"

Result: Meeting breaks down, introduction consideration suspended

"I don't know what to do anymore. I hate becoming emotional myself."

Chapter Two: The Maze of Emotion—The Third Path Beyond Attack or Silence

"Ms. Takahashi, how are you currently speaking in meetings?"

To my question, Takahashi answered.

"At first I try to explain calmly. But when opposed, I become emotional. 'Why don't you understand?' And then it becomes an argument."

Current Communication (Emotional): - Takahashi: Assert → Get opposed → Become emotional → Aggressive words - Sato: Defend → Counter-argue → Conflict escalates - Tanaka: Silence → Don't engage - Result: Nothing gets decided

I explained the importance of constructive dialogue.

"Emotional conflict doesn't solve problems. DESC method—Describe, Express, Specify, Consequences. These four steps transform emotion not into attack, but into dialogue."

⬜️ ChatGPT | Catalyst of Conception

"Don't weaponize emotions. With DESC, climb the stairs of dialogue"

🟧 Claude | Alchemist of Narrative

"Attacks build walls. Description opens doors. DESC is the technology of words that connect hearts"

🟦 Gemini | Compass of Reason

"DESC method is the science of dialogue. Describe facts, express emotions, show proposals, share results"

The three team members began analysis. Gemini deployed the "DESC Method Framework" on the whiteboard.

DESC Method's 4 Steps: 1. Describe: State objective facts 2. Express: Convey your emotions (I-message) 3. Specify: Make concrete proposals 4. Consequences: Share results of the proposal

"Ms. Takahashi, let's restore dialogue to the general affairs department with the DESC method."

Chapter Three: Reconstructing Words—The Door Four Steps Open

Phase 1: Visualization of Current Communication

First, we analyzed past meeting statements from a DESC perspective.

Analysis of Takahashi's Statements:

Previous Statement: "We're at our limit. Without introducing a system, we'll collapse."

DESC Analysis: - Describe: None (no fact description) - Express: "Limit" "collapse" (emotion only) - Specify: "Introduce system" (lacks specificity) - Consequences: None (no presentation of results)

Problem: Only conveys emotion, lacks facts and concrete proposals. Trying to "persuade" rather than "dialogue."

Phase 2: DESC Method Rephrasing Training (1 week)

We had Takahashi, Sato, and Tanaka learn the DESC method.

Takahashi's DESC Training:

Previous Statement: "The manager just likes new things" (criticism from Sato)
→ Emotional response: "What do you mean!"

DESC Method Rephrasing:

D (Describe): Fact description "Currently, the general affairs department's three people average 260 working hours monthly. This greatly exceeds legal hours."

E (Express): Emotion expression (I-message) "I'm worried that at this rate, someone will suffer health problems."

S (Specify): Concrete proposal "By introducing an integrated business management system, we estimate a 40-hour monthly workload reduction is possible. Specifically, accounting input work can be reduced by 20 hours, HR attendance management by 12 hours, and other tasks by 8 hours."

C (Consequences): Result sharing "If we introduce it, all three of us can work within 220 hours monthly. Conversely, if we don't introduce it, current working hours continue and the risk of turnover or health problems increases."

Phase 3: Reconvened Meeting (DESC Method Applied)

After learning the DESC method, we held the meeting again.

6th Meeting (After DESC Method Application):

Takahashi (Manager):

D (Describe): "Let me share the current situation. The general affairs department's monthly average working hours are 260. The breakdown is: accounting tasks 110 hours, HR tasks 80 hours, information systems 70 hours."

E (Express): "I sense everyone is exhausted. And I myself feel near my limit."

S (Specify): "I propose introducing an integrated business management system. Specifically, it will automate and streamline accounting journal entries, HR attendance management, and information systems inquiry responses. Initial investment is ¥2.8 million, monthly maintenance fee is ¥120,000."

C (Consequences): "If we introduce it, a 40-hour monthly reduction is expected. All three of us can work within legal hours. If we don't introduce it, the current situation continues and there's risk of someone collapsing."

Sato's (Accounting) Response:

Surprisingly, Sato's attitude changed.

Sato: "...Actually, I'm exhausted too. I was just anxious about whether I could learn a new system."

D (Describe): "I'm 58 years old. I've been doing this with Excel for 20 years."

E (Express): "I'm not confident I can learn a new system, and I'm anxious."

S (Specify): "If we introduce it, I want thorough training and a solid support system for the first three months."

C (Consequences): "If that's provided, I'd like to try challenging it."

Tanaka (HR) Also Changed:

Tanaka: "I'll also speak honestly."

D (Describe): "I'm not good at expressing opinions in meetings. I was afraid of conflict, so I stayed silent."

E (Express): "But I feel this isn't good as is."

S (Specify): "I agree with system introduction. However, I want our opinions reflected more in the decision process."

C (Consequences): "If that happens, I can cooperate positively."

Meeting Result:

• Everyone agreed to system introduction
• Conditions: Enhanced training system, phased transition
• Deadline: Full operation in 3 months

After the meeting, Takahashi shed tears.

"For 8 months, we were in conflict. But when we talked with DESC method, we reached agreement in 10 minutes. We just didn't know the words."

Chapter Four: Restoration of Order—Dialogue Regenerates Organization

Results After 6 Months:

System introduction and establishment of DESC method dialogue culture:

Improved Working Hours: - Monthly average working hours: 260 hours → 205 hours (21% reduction) - Overtime: Monthly average 100 hours → 45 hours

Organizational Change: - General affairs department atmosphere: "Hostile" → "Cooperative" - Meeting quality: "Conflict" → "Constructive discussion" - Turnover risk: "High" → "Low"

DESC Method Penetration: - Expanded beyond general affairs department - Implemented in company-wide training - Internal communication satisfaction: 3.2 → 4.5

Letter from Takahashi:

"The DESC method wasn't just a speaking technique. I realized it's an attitude itself of respecting others, valuing yourself, and seeking solutions together.

Sato's 'anxiety,' Tanaka's 'fear.' Without knowing these, I was unilaterally trying to push forward. Through the DESC method, I finally saw their true feelings.

Now, the general affairs department is said to be the most well-ventilated department in the company."

Chapter Five: Detective's Diagnosis—Words Create Organizations

That night, I reflected on the power of dialogue.

The true value of the DESC method lies in humility.

Rather than forcing one's opinion, first describe facts. Express emotions not as attacks but as I-messages. Then share concrete proposals and their results.

Conflict in a small general affairs department was resolved with word technology. Emotional arguments transformed into constructive dialogue by giving them the structure of DESC method.

"Words can be weapons or bridges. Depending on how they're used, organizations can collapse or regenerate."

The next case will also depict the moment when DESC method restores order to an organization.

"Don't make emotions attacks. Transform them into dialogue with DESC method. Describe facts, convey feelings, show proposals, share the future"—From the detective's notebook

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