✓ *Perceive experiences constructively*

According to Mallak (1998), an individual is more likely to be able to solve his problem when he perceives experiences positively. Even if the experience causes pain, organizations have to find the positive angle and move forward. This positive perception of change was noted by researchers both in meetings held between various managers and in interviews conducted. Regarding these changes one of manager of strategical investment said:

*I saw the company change the type of mentality and approach to some problems or some processes that were not previously checked or held in particular consideration, this is positive for me* ... *. the change in mentality allows to go in parallel with market changes.*

This orientation to change and the positive perception of changes was also noted by the human resources manager who said:

*The desire for learning of the staff seems positive. I think it's a good thing. It also serves us to bring together people from different business realities in order to homogenize. This was done in particular for maintenance personnel of electrical installations and station managers who had different operating modes and sometimes did not understand each other.*

The company had a strong predisposition to change and consequently it perceived experiences constructively. With the cutting of resources, the company found itself faced with a significant financial risk. The proposed solution, and then introduced by the management, concerned the reconversion of the company's mission, that is, from an infrastructure maintenance to a production company with a more market logic. The first two years the cut was not significant and this allowed the company to experiment with the new logic. The adherence to the reconversion, by the staff, was voluntary. The staff involved in this conversion process seem satisfied, as pointed out one by of the maintenance operators: *For me it is a challenge, but the company never leaves you alone.* To motivate the staff involved, an additional production award was given. The accompaniment, the training, and the motivation have had positive results because the rate of adhesion to the conversion process has increased through time.

To verify the sustainability of the new business idea the PSO developed a business plan. Various meetings in order to establish the operational objectives and in order to establish the production standards have been carried out. In addition, benchmarking was also done to understand the productivity of similar companies. All of this has been translated into various simulations that have led the company to set productivity goals. In a first phase, the company started with high-level uncertainty of both the objectives and the actions, because there were no clear management and operational objectives, the choice made to convert the staff without having an idea about productivity and therefore on the consequence of the action taken created uncertainty regarding actions. This emerged in the various meetings, in which the researchers also took part, where all responsible were skeptical of the future. However, there were no alternatives, as pointed out by the general manager in various occasions.
