Wichita Facility

1472 Words6 Pages
 Where would you place the Wichita change initiative on all four dimensions of change initiatives described in the reading Organizational Change: An Overview (i.e., scope, source, pacing, and process)? Scope of change: the scope of change involves aspects such as “how work is done and by whom, who makes decisions and controls resources, what activities and resources have status and value, what the company should be and how it should be seen (Ancona, et. al., 2005, p. M8-15).” Scope can be either radical which involves fundamental changes in the organization or incremental, which are local. In this case, the Wichita change was incremental, meaning that all changes were done at the local level, specific to the needs of the Wichita…show more content…
Lastly, the process of change was too carefully planned. The change became a process rather than an initiative, with each step planned out before execution started.  Why is the change initiative not as successful at the Lubbock facility? Identify at least 3 reasons for its challenges. One reason for the challenge is that the change was top-down, unlike the Wichita initiative. Not involving employees, the key stakeholders, will make it hard for an individual to successfully lead change because there is no way to guarantee buy-in. Jimenez herself mentioned that she felt as though she was bribing prison inmates. In a case like this, she was forcing the change, such as making problem chats mandatory, so employees may have felt trapped. A second reason for the challenge is the radical approach that was taken. Again, unlike the Wichita initiative, the Lubbock approach was not specific to the Lubbock facility. In this case, the organization decided to model its changes company-wide, starting with Lubbock. The organization assumed that everything could be fixed with a “one size fits all” or “cookie-cutter” approach, and mimicked the exact Wichita initiative without deviation. The third reason for the challenge was that not enough time was given to truly make a transformation. The organization assumed they could fix Lubbock in less time than Wichita, which is a mistake, leading back to the cookie cutter approach. This lack
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