Change at Dupont”
Case Study – “Change at DuPont”
Leading Organizational Change
Jun 2, 2011
Abstract
A popular cliché stated that, “Nothing is permanent except change”. As such, it is imperative for organizations to have a smooth transition from constancy to revolutionary. Organizational Development, Appreciative Inquiry, and Sense making have a profound embedment on the DuPont scenario, and was seen as compatible and synergistic to each other. The scenario shows that these new trends have a better and positive effect in the change transition of an organization rather than using traditional public solving skills.
Keywords: Change, Organizational Development, Appreciative Inquiry Sense making Problem solving
Questions:
1. To what extent are the following approaches to change embedded in the DuPont story (justify your answer, providing specific\examples): 2. In your opinion, how compatible are these three approaches? Why? What evidence is there in the DuPont story to support your answer? As a change manager, to what extent could you utilize insights from each approach? 3. c. Imagine you are an OD practitioner brought into DuPont at the time of the Orlon manufacturing operation closure. Describe the steps you would take to help manage this change based upon action research. 4. Describe a fictional large-scale change that could affect DuPont. You will address this change from both a problem-solving approach and an appreciative inquiry approach. You will explain the change to a group of DuPont employees from each approach (two different change explanations). Compare and contrast the steps taken in each approach. Which approach do you think would work better from the point of view of the staff? Why? How easy/difficult will it be to adopt this approach? What broad conclusions can be drawn?
The Different Approach to Change The DuPont scenario presented the three approaches to change in varying degrees. For instance, the case illustrated
Leading Organizational Change
Jun 2, 2011
Abstract
A popular cliché stated that, “Nothing is permanent except change”. As such, it is imperative for organizations to have a smooth transition from constancy to revolutionary. Organizational Development, Appreciative Inquiry, and Sense making have a profound embedment on the DuPont scenario, and was seen as compatible and synergistic to each other. The scenario shows that these new trends have a better and positive effect in the change transition of an organization rather than using traditional public solving skills.
Keywords: Change, Organizational Development, Appreciative Inquiry Sense making Problem solving
Questions:
1. To what extent are the following approaches to change embedded in the DuPont story (justify your answer, providing specific\examples): 2. In your opinion, how compatible are these three approaches? Why? What evidence is there in the DuPont story to support your answer? As a change manager, to what extent could you utilize insights from each approach? 3. c. Imagine you are an OD practitioner brought into DuPont at the time of the Orlon manufacturing operation closure. Describe the steps you would take to help manage this change based upon action research. 4. Describe a fictional large-scale change that could affect DuPont. You will address this change from both a problem-solving approach and an appreciative inquiry approach. You will explain the change to a group of DuPont employees from each approach (two different change explanations). Compare and contrast the steps taken in each approach. Which approach do you think would work better from the point of view of the staff? Why? How easy/difficult will it be to adopt this approach? What broad conclusions can be drawn?
The Different Approach to Change The DuPont scenario presented the three approaches to change in varying degrees. For instance, the case illustrated
References: Burnes, B. (1996). Managing Change: A Strategic Approach to Organisational Dynamics, 2nd edn., Pitman, London. Cummings, T.G. & Worley, C.G. (1997). Organizational Development and Change, SouthWestern College Publishing, Ohio. Dunphy, D.C. & Stace, D.A. (1988). ‘Transformational and Coercive Strategies for Planned Organisational Change: Beyond the OD Model’. Organization Studies, 9(3), pp. 317-334. Okojie, P. (2006). The Five Step Problem Solving Approach. Retrieved from http://e-articles.info/e/a/title/The-Five-Step-Problem-Solving-Approach/ Seel, R. (2008). Introduction to Appreciative Inquiry. Retrieved from http://www.new-paradigm.co.uk/introduction_to_ai.htm