Analysis and Diagnosis

Analysis and Diagnosis

description is well supported with examples

Identifies current processes for implementing change and describes how processes will need to be updated for proposed change

Identifies current processes for implementing change, but does not describe how processes will need to be updated for proposed change

Does not identify current processes for implementing change

3.5

Change Plan: Support

Meets “Proficient” criteria, and description is exceptionally clear and contextualized

Describes a strategy to gain support from employees and describes how the strategy will be effective

Describes a strategy to gain support from employees, but does not describe how the strategy will be effective

Does not describe a strategy to gain support from employees

3.5

Change Plan: Guiding Coalition

Meets “Proficient” criteria, and rationale demonstrates a nuanced understanding of the roles involved in a coalition

Identifies who should be involved in the guiding coalition and provides rationale for each choice

Identifies who should be involved in the guiding coalition, but does not provide rationale for each choice

Does not identify who should be involved in the guiding coalition

3.5

Change Plan: Commitment

Meets “Proficient” criteria, and description is exceptionally clear and contextualized

Determines steps for ensuring commitment from those involved and describes each step

Determines steps for ensuring commitment from those involved, but does not describe each step

Does not determine steps for ensuring commitment

3.5

Change Plan: Values

Meets “Proficient” criteria, and defense is well qualified with examples

Determines values that are essential for the change and defends why the values are essential

Determines values that are essential for the change, but does not defend why the values are essential

Does not determine values that are essential for the change

3.5

Change Plan: Vision

Meets “Proficient” criteria, and description uses concrete examples to qualify claims

Establishes the vision for the organizational change effort and describes how vision will be effective in promoting the change effort

Establishes the vision for the organizational change effort, but does not describe how vision will be effective in promoting the change effort

Does not establish the vision for the organizational change effort

3.5

Change Plan: Targeted Outcomes

Meets “Proficient” criteria, and defense employs industry- specific language to establish expertise

Identifies intended targeted outcomes and defends each choice

Identifies intended targeted outcomes, but does not defend each choice

Does not identify intended targeted outcomes

3.5

Change Plan: Success

Meets “Proficient” criteria and defense uses industry-specific language to establish expertise

Determines what must occur for the organizational change effort to be considered a success and defends response

Determines what must occur for the organizational change effort to be considered a success, but does not defend response

Does not determine what must occur for the organizational change effort to be considered a success

3.5

Change Plan: Communication

Meets “Proficient” criteria, and explanation utilizes industry- specific language to establish expertise

Establishes what is required for change to be communicated effectively and explains response

Establishes what is required for change to be communicated effectively, but does not explain response

Does not establish what is required for effective communication

3.5

Change Plan: Two-Way Communication

Meets “Proficient” criteria, and explanation is well supported and plausible

Determines actions that will be taken in order to encourage two-way communication and explains why selected actions will be effective

Determines actions that will be taken in order to encourage two-way communication, but does not explain why selected actions will be effective

Does not determine actions that will need to be taken in order to encourage two-way communication

3.5

Change Plan: Direct Supervisors

Meets “Proficient” criteria, and response is well qualified with concrete examples

Establishes how direct supervisors within the organization will be supported in their efforts to communicate with employees regarding the change effort

Establishes how direct supervisors within the organization will be supported in their efforts to communicate with employees, but plan is misaligned with the change effort

Does not establish how direct supervisors within the organization will be supported in their efforts to communicate with employees

3.5

Change Plan: Concerns or Anxieties

Meets “Proficient” criteria, and description is exceptionally clear and contextualized

Describes how concerns or anxieties regarding the change will be addressed

Describes how concerns or anxieties regarding the change will be addressed, but description is cursory or inaccurate

Does not describe how concerns or anxieties regarding the change will be addressed

3.5

Change Plan: Involved

Meets “Proficient” criteria, and description is well supported and plausible

Determines who will need to be involved in a change effort and describes the capacity in which they will be involved

Determines who will need to be involved in a change effort, but does not describe the capacity in which they will be involved

Does not determine who will need to be involved in a change effort

3.5

Change Plan: Forces, Barriers, and Hindrances

Meets “Proficient” criteria, and description is exceptionally clear and contextualized

Identifies the forces, barriers, and hindrances to the organizational change effort and describes each

Identifies the forces, barriers, and hindrances to the organizational change effort, but does not describe each

Does not identify forces, barriers, and hindrances to the organizational change effort

3.5

Change Plan: Resistance

Meets “Proficient” criteria, and description is exceptionally clear and contextualized

Describes how resistance can be recognized and determines how resistance can be eliminated or mitigated

Describes how resistance can be recognized, but does not determine how resistance can be eliminated or mitigated

Does not describe how resistance can be recognized

3.5

Change Plan: Enable and Empower

Meets “Proficient” criteria, and description is exceptionally clear and contextualized

Describes actions that enable and empower employees to help drive the change effort

Describes actions, but lacks alignment to enabling and empowering employees

Does not describe actions 3.5

Change Plan: Short- Term

Meets “Proficient” criteria and supports response with specific examples that further illustrate claims

Determines how short-term wins will be generated and establishes how these wins will be rewarded

Determines how short-term wins will be generated, but does not establish how these wins will be rewarded

Does not determine how short- term wins will be generated

3.5

Change Plan: Short- Term Wins

Meets “Proficient” criteria, and defense employs specific evidence to support claims

Determines what can be gained from short-term wins and defends response

Determines what can be gained from short-term wins, but does not defend response

Does not determine what can be gained from short-term wins

3.5

Change Plan: Momentum

Meets “Proficient” criteria, and description is exceptionally clear and contextualized

Describes how to ensure that the momentum driving the change effort continues

Describes how to ensure that the momentum driving the change effort continues, but description contains issues regarding accuracy or relevancy

Does not describe how to ensure that the momentum driving the change effort continues

3.5

Change Plan: Organizational Culture

Meets “Proficient” criteria, and defense is masterfully supported with specific examples

Determines what actions need to occur for the change to become part of the organizational culture, and defends each action

Determines what actions need to occur for the change to become part of the organizational culture, but does not defend each action

Does not determine what actions need to occur for the change to become part of the organizational culture

3.5

Change Plan: Infrastructure Mechanisms

Meets “Proficient” criteria, and description is exceptionally clear and contextualized

Establishes infrastructure mechanisms that need to be in place to maintain and sustain the change into the future and describes the importance of each

Establishes infrastructure mechanisms that need to be in place to maintain and sustain the change into the future, but does not describe the importance of each

Does not establish infrastructure mechanisms that need to be in place to maintain and sustain the change into the future

3.5

Articulation of Response

Submission is free of errors related to citations, grammar, spelling, syntax, and organization and is presented in a professional and easy-to- read format

Submission has no major errors related to citations, grammar, spelling, syntax, or organization

Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and articulation of main ideas

Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas
Analysis and Diagnosis

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