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The dynamic, collaborative management model that saved a U.S. manufacturing cityWhen car-making giant General Motors decided to close its plant in Lansing, Michigan, in 1996, one person -- the city's newly elected mayor -- stood up and said "no." Initially, it was the cry of a man in the wilderness. Not once in its century-long history had GM reversed a decision to close a plant. But Mayor David Hollister quietly went to work building the Lansing Works! Keep GM! movement and succeeded in defying all the odds. Lansing remains GM's Oldsmobile headquarters.Hollister's collaborative problem-solving approach -- the Second Shift model -- succeeded in bringing together state and regional politicians, economic developers, private sector firms, labor unions, educators, and residents of the region.