By the spring of 1993, it was evident that even though Sabena had made enormous strides in its quest for profitability, the airline was again headed for record losses. Weytjens felt that it might be possible to increase productivity if workers could be convinced to increase their hours of production. Increasing productivity in this way would not require workers to spend more hours at work, but, instead, would require them to spend more hours working while they were already there. Weytjens needed to consider how he should proceed. This case offers the unique opportunity to reflect on how managers sustain their energy and commitment in the face of adversity. Background information is provided in cases 9A94M003 and 9A94M004; other related cases are 9A94M005, 9A94M006, and 9A94M007.
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