OL 663 Milestone One Guidelines and Rubric In the final project, you will be developing a change plan for the “Alaska Airlines: Navigating Change.” In The Heart of Change Field Guide: Tools and Tactics for Leading Change in Your Organization, Cohen explains what is required from the leader and other parts of the organization to deliver Kotter’s steps successfully as a change intervention. 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 Kotter’s steps 1 and 2. This milestone will help you build Section I parts A and B of your final project.
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.
2. Determine steps you can take to ensure commitment from those involved. Describe those steps. Guidelines for Submission: Your paper must be submitted as a 3–6-page Microsoft Word document with double spacing, 12-point Times New Roman font, one-inch margins, and at least three sources cited in APA format.
Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value
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
20
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
20
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
20
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
20
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
20
Total 100%
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