You've just joined the board of directors of Carolina Furniture Co., a well-respected furniture maker that's been in business for more than 80 years. Located in a rural area, it's the main employer in town with a loyal workforce proud of their contributions to quality craftsmanship. At the first board meeting, you discover a major conflict. The CEO, who assumed the role 18 months ago, is frustrated because she sees tremendous opportunity for mass customization, which is why she's invested a significant amount of money in computer-aided manufacturing equipment. The VP of production, however, says that all of his mid-level managers and supervisors have reported a powerful resistance to this new approach, which is why productivity is down. Based on what little you know, what do you suspect could be the main source of the problem? Group of answer choices The VP of production and the rest of the organization resent the new CEO and the way she has handled change. Front-line employees have not received the proper training to use the new equipment. Mass customization is not an appropriate strategy for furniture manufacturing. Longtime employees are accustomed to specialized roles in a hierarchical organization, and management has not found