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The non-threatening approach of the study needs to be expanded upon with top-management visibility and support added to give it even more credibility and credence in the eyes of the workers being effected by the manufacturing operation closure. The support of top management in any change management initiative, including the closure of the plant and the urgent need to get an OD strategic plan created and implemented, is crucial (Hoff, 2008). The study being completed by Dr. Akin from the University of Virginia is just the start and while it shows excellent support for appreciate inquiry, it does not integrate OD and sense-making as well. While sense-making is done well on its own it needs to be part of the broader OD strategy. To accomplish this, I would bring together DuPont senior management for the plant and work to create a strategic plan that ties together all three concepts into a concerted strategy. Underscoring this strategic unifying of change management strategies I would also stress the fact that the senior managers needed to be as transparent and clear as possible regarding their direction on the plant closure (Akdogan, Cingoz, 2009). I would use appreciative inquiry to provide the knowledge necessary to create a more focused and useful OD strategy for the plant closure.
Response to Question 4:
In completing the role-playing exercise, the most effective was the approach is to use appreciative inquiry to accumulate more knowledge and create an over-arching OD strategy based on the feedback gained. From the insights gained from the use of appreciative inquiry surveys, greater insights into the specific unmet needs of workers can be found, in addition to serving as the basis for fine-tuning all other components of OD as a strategic initiative as well (Bushe, Kassam,...
The need for having greater amounts of insightful knowledge is also critical for creating more over-arching strategic plan that can guide the closure of the plant and the re-assignment of workers, in addition to defining how DuPont as a corporation will deal with these events globally in the future. As globalization becomes more pervasive, the challenge will be in creating more efficient means of managing OD in turbulent times.
References
Asuman Akdogan, Ayse Cingoz. (2009). The Effects of Organizational Downsizing and Layoffs on Organizational Commitment: A Field Research. Journal of American Academy of Business, Cambridge, 14(2), 337-343. Retrieved January 27, 2009, from ABI/INFORM Global database. (Document ID: 1614428951).
Bennis, Warren, Mische, Michael. (1996, September). 21st century organization. Executive Excellence, 13(9), 7. Retrieved January 26, 2009, from ABI/INFORM Global database. (Document ID: 10220662)
Jimmy Brown (2006). Application of an OD Perspective to Develop a New Model of the Strategy Formulation Process. The Business Review, Cambridge, 6(2), 26-31. Retrieved January 27, 2009, from ABI/INFORM Global database. (Document ID: 1189522001).
Gervase R. Bushe, Aniq F. Kassam. (2005). When Is Appreciative Inquiry Transformational? A Meta-Case Analysis. The Journal of Applied Behavioral Science, 41(2), 161-181. Retrieved January 24, 2009, from ABI/INFORM Global database. (Document ID: 844409131).
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