determine how these causes should be addressed

determine how these causes should be addressed

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
determine how these causes should be addressed

CLICK HERE TO ORDER NOW!!

 

Leave a Reply

Your email address will not be published. Required fields are marked *