Change Plan

Change Plan

culture of the organization. At some point, all leaders will be tasked with either leading an organizational change effort or being part of upper-level team planning and implementation of an organizational change effort. Your final project in this course is the development of a change plan based on a case study. Your plan will utilize Kotter’s change implementation plan components for an organization. Kotter’s plan will take you through steps that demonstrate what should be looked at during each step of a change effort. Changes take time to implement, and it is vital that all aspects of an organization are considered when making these changes. This project addresses the following course outcomes:

 Determine the root causes and driving forces for effectively implementing an organizational change effort

 Diagnose gap differences between current situations and targeted goals of change efforts for determining the needs of a change effort

 Analyze the impact of a change effort for its implications on the roles of employees

 Predict areas and causes of resistance within an organization to develop a well-informed, effective change plan

 Determine the communication needs in a change effort involving employees for successfully implementing a change effort

 Enhance the influence of organizational culture on organizational change efforts

Prompt In this project, you will develop a change plan based on a case study with stated objectives to accomplish an intended goal or goals. Once the objectives are established, you will build backward from those goal(s) in order to develop a timeline for completion in a phase-by-phase sequence. This change plan will analyze what is needed for the implementation of a change to be successful and things to look out for along the way. Specifically, the following critical elements must be addressed:

I. Analysis and Diagnosis A. What is the problem in need of addressing at this point in time? Describe which forces are driving the change effort. B. How did this problem arise? Determine how this problem is currently impacting the organization. C. Identify the specific organizational needs driving the change. Explain each. D. Identify specific variables, conditions, issues, individuals, and other factors that will impact the change effort negatively. Describe how these

should be handled prior to planning the change effort. E. What are the underlying causes of the problem? How should these be addressed?

F. Identify the gap between what the problem’s current situation is and what the hoped-for targeted outcome will be. Establish what needs to occur to build a process to bridge this gap.

II. Developing a Change Plan Using Kotter’s Model for Implementing Organizational Change

A. Create Urgency 1. Describe a plan to create urgency within the organization and convince stakeholders that this change needs to take place. 2. What processes currently exist for implementing change? How will these processes need to be updated for the proposed change? 3. Describe the strategy you will use to get support from your employees. How will this strategy be effective?

B. Build a Guiding Coalition 1. Identify who should be involved in this guiding coalition. Provide rationale for each choice. Kotter likes 50% leaders and 50% managers

with experience, while others prefer the composition to be 33% leaders, 33% managers, and 33% informal leaders, but you can assemble the guiding coalition as you see fit.

Determine steps you can take to ensure commitment from those involved. Describe those steps. C. Form a Strategic VisionDetermine the values that are essential to this change. Why are these values essential? 2. Establish the vision for this organizational change effort. How will this vision be effective in promoting your change effort? 3. Identify your intended targeted outcomes. Defend your choices. 4. What must occur for the organizational change effort to be considered a success? Defend your response.

D. Communicate the Change 1. What is required for the change to be communicated effectively within the organization? Why? 2. Determine actions you will take to encourage two-way communication for effective feedback loops during implementation of the change

effort. Explain why these actions will be effective. 3. How will you support the direct supervisors in the organization in their efforts to communicate with employees about the change effort? 4. Describe how you will address any concerns or anxieties regarding this change. 5. Who needs to be involved and in what capacity for this change effort to be a success?

E. Enable Action by Removing Barriers 1. Identify the forces, barriers, and hindrances to the organizational change effort, and describe each. 2. How can resistance be recognized? How will you eliminate resistance or mitigate its impact on the implementation of the change plan? 3. Describe actions that will enable and empower employees to help drive the change effort.

F. Generate Short-Term Wins 1. Determine how you will generate short-term wins. How will you reward these wins? 2. What can be gained from short-term wins? Defend your response.

G. Sustain Acceleration 1. How will you ensure that the momentum driving the change effort continues?

H. Institute Change 1. What actions need to occur for this change to become part of the organizational culture? Defend each action.

What infrastructure mechanisms need to be in place to maintain and sustain the change into the future? Describe the importance of each.

Milestones Milestone One: Kotter’s Steps 1 and 2 In Module Three, you will review the case study “Alaska Airlines: Navigating Change” and then complete the following: (a) State what actually occurred in the case regarding Kotter’s first two steps of establishing a sense of urgency and creating the guiding team in a change effort and (b) reflect on what you think should have been done in the change effort regarding those two steps. State your reflection as recommendations to implement steps 1 and 2. This milestone will help you build Section II parts A and B of your final project. This milestone is graded with the Milestone One Rubric. Milestone Two: Kotter’s Steps 3 and 4 In Module Five, you will review the case study “Alaska Airlines: Navigating Change” and then complete the following: (a) State what actually occurred in the case regarding Kotter’s steps 3 and 4 of developing a vision and strategy and communicating the change vision (two to three paragraphs), and (b) reflect on what you think should have been done in the change effort regarding those two steps. State your reflection as recommendations to implement Kotter’s steps 3 and 4. This milestone will help you build Section II parts C and D for your final project. This milestone is graded with the Milestone Two Rubric.

Milestone Three: Kotter’s Steps 5 and 6 In Module Seven, you will review the case study “Alaska Airlines: Navigating Change” and then complete the following: (a) State what actually occurred in the case regarding Kotter’s steps 5 and 6 of empowering employees for broad-based action and generating short-term wins, and (b) reflect on what you think should have been done in the change effort regarding those two steps. State your reflection as recommendations to implement steps 5 and 6. This milestone will help you build Section II parts E and F for your final project. This milestone is graded with the Milestone Three Rubric. Final Submission: Change Plan In Module Nine, you will be submitting your final project, a change plan for the Alaska Airlines case study. Throughout the course, you have had multiple opportunities to work on the elements of this proposal and fine-tune your thinking for the change plan. Your finalized proposal should incorporate feedback you have received from your instructor as well as your peers. This submission is graded with the Final Project Rubric.

Deliverables

Milestone Deliverable Module Due Grading

One Kotter’s Steps 1 and 2 Three Graded separately; Milestone One Rubric

Two Kotter’s Steps 3 and 4 Five Graded separately; Milestone Two Rubric

Three Kotter’s Steps 5 and 6 Seven Graded separately; Milestone Three Rubric

Final Submission: Change Plan Nine Graded separately; Final Project Rubric

Final Project Rubric Guidelines for Submission: Your change plan must be 13–15 pages (not including title page or references), double spaced, with 12-point Times New Roman font, and adhere to APA guidelines. Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information, review these instructions.

Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value

Analysis and Diagnosis: Problem

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

Identifies the problem in need of addressing and describes which forces are driving the change effort

Identifies the problem in need of addressing, but does not describe which forces are driving the change effort

Does not identify the problem 3.5

Analysis and Diagnosis: Impact

Meets “Proficient” criteria, and response demonstrates a nuanced awareness of the organization

Establishes how problem arose and determines the current impact of the problem

Establishes how problem arose, but does not determine the current impact of the problem

Does not establish how the problem arose

3.5

Analysis and Diagnosis:

Organizational Needs

Meets “Proficient” criteria, and explanation employs specific examples

Identifies specific organizational needs driving the change and explains each

Identifies specific organizational needs driving the change, but does not explain each

Does not identify organizational needs

3.5

Analysis and Diagnosis: Variables

Meets “Proficient” criteria, and description is well supported with specific examples

Identifies specific variables, conditions, issues, and individuals that may impact the change effort negatively and describes how these should be handled prior to planning the change effort

Identifies specific variables, conditions, issues, and individuals that may impact the change effort negatively, but does not describe how these should be handled prior to planning the change effort

Does not identify specific variables, conditions, issues, and individuals that may impact the change effort negatively

3.5

http://snhu-media.snhu.edu/files/production_documentation/formatting/rubric_feedback_instructions_student.pdf
Analysis and Diagnosis: Underlying

Causes

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

Identifies underlying causes of the problem and determines how these causes should be addressed

Identifies underlying causes of the problem, but does not determine how these causes should be addressed

Does not identify underlying causes of the problem

3.5

Analysis and Diagnosis: Gap

Meets “Proficient” criteria, and response employs specific examples to support claims

Identifies the gap between the current situation and the targeted outcome and establishes what needs to occur to build a process to address the gap

Identifies the gap between the current situation and the targeted outcome, but does not establish what needs to occur to build a process to address the gap

Does not identify the gap between the current situation and the targeted outcome

3.5

Change Plan: Urgency

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

Describes a plan to create urgency within the organization and convince stakeholders that the change needs to take place

Describes a plan to create urgency within the organization and convince stakeholders that the change needs to take place, but plan is misaligned with the problem

Does not describe a plan to create urgency within the organization

3.5

Change Plan: Processes

Meets “Proficient” criteria, and 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
Change Plan

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