Change at Dupont

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Change at DuPont
The case of Change at DuPont did not involve a particular problematic scenario. Change was constant at the plant and it was part of doing business hence the lack of change management as a rubric. More change was anticipated regardless of any formal change management practices. In order to guide the anticipated changes, the plant manager, Tom, was seeking new business insights from the academic community. Tom’s main focus was to educate managers on new ideas to apply them for further development and expansion of the plant. Furthermore, Tom was not looking for assistance in solving particular problems at the plant but was interested in improving the plant’s overall efficiency as he was under pressure to deliver results.
1. Using specific examples from the story, describe the extent to which each of the three approaches to change are evident in the DuPont case.
a. OD
The OD approach is quite evident in the DuPont case with the exception of the post-action data gathering and evaluation step. Tom, the plant manager, realized the need to improve the organizational effectiveness and consulted a university professor, Gib Akin, to shed new light on his business operations. Gib took the initiative for collecting the data by physically attending the plant and interviewing employees and managers. In addition, Gib advised leadership on how to introduce change to their employees. Managers and supervisors were advised on what actions they need to take, for example as Palmer, I., Dunford. R., & Akin, G. (2009) explain:
Managers, and particularly first-line supervisors, were asked to use this new understanding gained from the findings of the study. Their new understanding could be used to interpret the local meaning of effective work to capitalize on strengths, to expand and develop existing good practices in order to swamp problems, that is, to render…...

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