1. To what extent are the following approaches to change embedded in the Dupont story (justify your answer, providing specific examples):
a. Organizational DevelopmentThis approach was utilized very little. Based on the story the employees of the plant were not provided much of an opportunity to be engaged. They were not being prepared for the changes to come.
b. Appreciative Inquiry/Positive Organizational ScholarshipNot much on Appreciative Inquiry, the study didn’t really focus on what they did well at the plant.
c. Sense-makingI believe the sense-making was the most relevant, since there were some alternate approaches reviewed and were taken into consideration. They used the experience of the team to bring the issues to the forefront.
2. In your opinion, how compatible are these approaches? Why? What evidence is there in the Dupont story for your answer? As a change manager, to what extent could you utilize insights from each approach? I believe all approaches are somewhat compatible to a certain extent. Each shares the same end-result and involves engaging the employee. From the extent of what was occurring at Dupont, not much was taken into consideration about the impact to the employees. From a change management perspective, I think the OD approach would probably work best. This would allow the employees to have autonmy and be accountable for the decisions being made. Also POS would also assist in having a direct positive impact.3. Imagine you are an OD practitioner brought into Dupont at the time of the Orlon manufacturing operation closure. Describe the steps that you would take to help manage this change based upon action research. First I would assemble a team that would assist in executing the Change Management plans. I would get a top advisor from each area to be the change agent for their people. I would then develop a high-level timeline with key milestones and delivery dates. This was everyone has...