Dupont Case Study Analysis

821 Words Nov 12th, 2013 4 Pages
Introduction
The root problem/key issues facing Dupont are closing of the Orlon Plant without creating a change management rubric that would frame the changes being made. Management did not meet with the employees to obtain feedback as to how the changes would affect them and causing management to miss the language and culture already established by its workers.
Case Questions
1. To what extent are the following approaches to change embedded in the DuPont story (justify your answer, provide specific examples): a. OD b. Appreciative inquiry c. Sense-making a. OD – Organizational Development speaks to the focus of the interpreter or coach change manager in this case. The coach as change manager concentrates more on the
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c. Sense-making draws from the interpreter image of the change manger. It requires us to look for explanations and answers in terms of how people see things rather than structures or Sensemaking suggests that organizational issues - 'strategies', 'breakdowns', 'change', 'goals', 'plans', 'tasks', 'teams', and so on are not things that one can find out in the world or that exist in the organization. Rather, their source is people's way of thinking (W Weick, K. E. (1995).. Sense-making is an ongoing process affecting activities with frame of an organization (palmer l., pg 211). DuPont now equipped with the language for introducing change give managers and first-line managers a new understanding to interpret change and capitalize on the strengths, to expand and develop existing good practices and to make problems with in the organization less of a problem even if unsolved (pg. 212). 2. In your opinion, how compatible are these three approaches? Why? What evidence is there in the DuPont story for your answer? As a change manager, to what extent could you utilize insights from each approach? In my opinion, the three approaches are compatible to a certain degree. There a similarities in each of the three approaches have a common goal to focus on joint envisioning of the future. Each approach acknowledges what is working well and building for there. To was not looking for solutions to specific problems within the organization but he was looking improve upon what

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