2. DuPonts Change Case Summary Greeting employees by name,
major employer. Manufacturing operation had been shut down,
equipment dismantled and sent overseas. these changing operations
are pretty usual. Change management is not a rubric used to either
accomplish or explain what was going on. No formal change
management design, yet the company keeps changing rapidly. Changes
is coming and continuously different. Plant Manager comes to
academicians (positioned as consultant) and seeks latest thinking
in business for his operation. Consultant appreciate what is good
and build strength more, work better. No specific issue, just to
continuously improve. Studies on how organization practice takes
place and its culture. The study then used to even deeper
understanding and better interpretation of meaning of effective
work, improve good practice and could render problem less
troublesome even if unsolved. Use it for framework on expectations,
measurement, pre-interpret result, and learn from possible negative
mistakes.
3. No. 1 Change Approaches Embedded A. Organizational
Development Steps: Tom does identify problems of just need for
continuous improvement (Unfreeze), Gib Akin become consultant in
practice, He gathers data, then diagnose possible improvement, give
it as feedback to Tom, joint problem diagnosis, joint action
implementation planning, change actions and experiments, further
data gathering by assessing impacts Characters: Tom (as top of
organization) & Akin (OD practitioner) does plan for
improvement with provision (Movement), which aims for effectiveness
in work (development value), in longterm context (incremental) and
action-oriented, by changing behaviors of people through experience
and experiment (democratic/justice value) in groups (Refreezing).
B. Appreciative Inquiry Dupont discover the best of what is already
practiced, build what the future better work could be, design the
implementation for sustainability. They dream about what could be
in the future, appreciate what is good and design more ideal
strength, so that work could be destined to be more effective and
efficient at the same time C. Sense-making Identity constructed
since the effort is to make powerful strength, make it social and
acted, while sense is keep developed through many experiments,
through each must have different retrospect and plausibilities. But
basically, all is being sensed of understanding and shaped
interpretation toward changes to have framework of more effective
work, consider
4. No. 2 Compatibility of Approaches & Utilize Insights All
three approaches are compatible with each other. While OD focus on
: development (proved by the need for continuous improvement)
Appreciative Inquiry does the part of realizing strengths (proved
by assessing what is right and tries to be better) Sense-making
develop the understanding and interpretation of change that
requires framework and improvement through experiment and learning,
plus the change itself is eternal.
5. No. 3 Steps in Managing Change Planting deeper understanding
to all employees that this Orlon closure is something that is worth
learning. Identify possible change implementation issue for
development, appreciate all good things in Orlon, and making sense
of change to everyone in company. Communicate the interpretation
that Orlon closure is another experiment that people could digest
to and build more development to own company strength and
culture.