Helen took over her family's machine parts business after her father passed away. Where her father treated employees like family and involved them in decision making, Helen aimed to increase productivity by cracking down on employees, increasing quotas, and reducing benefits and wages. However, these changes backfired as output only marginally increased while scrap rates, turnover, and training costs rose. In desperation, Helen hired a consultant who suggested returning to her father's more "humanistic" approach, but Helen was unwilling to change her view that employees only work for money. She decided her new plan of threatening a pay cut for those whose productivity did not increase by 10% would solve her problems.