Change Management Analysis
Background
The implicit change model held by the agent is a mix of a Coach and Navigator.
The reasons for the change The pressure for change arose from environmental pressures in the industry. There were slight fashion pressures facing the company. Many companies in the industry were implementing quality programs. There was also the reputation and credibility pressure present.
Internally, there were forces pushing the need for change. The company had been growing at a fast pace, both in terms of revenue, staff, and products. Revenue and profits were growing at a rate of 40% a year for the past three years. As the change program was in the developmental stage, it was documented that the company was incurring one or two problems a week that were due to poor processes or poor quality. The change agent's organization would sometimes not deliver the correct product to the customer, and this would cause the need for rework. Also, during the period when the quality program was in its beginning stages, the need for the program became even more evident when one of their products they supplied, portable drills, started in exploding in end user's faces. However, this reason did not ensure support or success of the program.
How the change agent diagnosed the need for change No formal diagnostic change models were used when diagnosing the need for a quality control program. However, when looking at the list of models presented in class, the closest model that resembles the path of the agent's actions is the Gap Analysis method! During the change agent's initial job interview, the future-change agent asked about the organization's quality control program (Where are we now?). The interviewer communicated that there was no program and at that moment but that it sounded like a great idea that should be implemented (Where do we want to get to?) and then tasked the interviewee to come on board to create a quality control program (How can we get
The implicit change model held by the agent is a mix of a Coach and Navigator.
The reasons for the change The pressure for change arose from environmental pressures in the industry. There were slight fashion pressures facing the company. Many companies in the industry were implementing quality programs. There was also the reputation and credibility pressure present.
Internally, there were forces pushing the need for change. The company had been growing at a fast pace, both in terms of revenue, staff, and products. Revenue and profits were growing at a rate of 40% a year for the past three years. As the change program was in the developmental stage, it was documented that the company was incurring one or two problems a week that were due to poor processes or poor quality. The change agent's organization would sometimes not deliver the correct product to the customer, and this would cause the need for rework. Also, during the period when the quality program was in its beginning stages, the need for the program became even more evident when one of their products they supplied, portable drills, started in exploding in end user's faces. However, this reason did not ensure support or success of the program.
How the change agent diagnosed the need for change No formal diagnostic change models were used when diagnosing the need for a quality control program. However, when looking at the list of models presented in class, the closest model that resembles the path of the agent's actions is the Gap Analysis method! During the change agent's initial job interview, the future-change agent asked about the organization's quality control program (Where are we now?). The interviewer communicated that there was no program and at that moment but that it sounded like a great idea that should be implemented (Where do we want to get to?) and then tasked the interviewee to come on board to create a quality control program (How can we get