Organizational change at DuPont: a case study

DuPont Case Study

Approaches to Change

The Organizational Development method of change is most visible in this case study in terms of the NASCAR metaphor that was used to reorganize and re-theorize each individual's role within the organization. This type of explicit and purposeful change, with clear goals from the outset ultimately achieved through direct and specific action, is the hallmark of this type of change. Specific issues in the company were addressed with equally specific actions and re-definitions, with change occurring in a planned and projected manner.

Appreciative inquiry, on the other hand, does not seek to identify and rectify problems, but rather examines situations and individuals with an eye towards the benefits and assets they offer to the organization, then maximizes these benefits. In the case study at hand, this can be seen in Gib Akin's attempts to simply learn more about the organization through interviews and observation. This type of change is typified through learning and enhancement rather than planed changes that are applied top-down like Organizational Development.

The sharing of information and the interpretation of events by organizational members described in the study is the clearest example of sense-making provided. In this method of change, experiences and concepts are framed in a certain perspective through collaborative definition, and change occurs as the newly developed context suggests what information and values are important. This is an ongoing process, with the context of the organization changing as new situations are considered.

Compatibility

Though these three approaches to change are all considerably different, they are not necessarily incompatible. There is actually a high degree of crossover between some of the tenets of each of these three methods, though his might not be rendered explicit in their definitions. The making of contexts and perspectives through sense-making can easily take place as a result of appreciative inquiry, for example, and if organizational development plans are built on the contexts and perspectives so constructed, there is no reason that all three methods of change cannot be present simultaneously in a single organization. Planning change based on the identified and collectively determined positive aspects already present in an organization can actually have major benefits for the organization.

As described above, all three elements of change can be seen at work in DuPont according to the case study, though they were not used in tandem. The rather disparate and somewhat haphazard uses of these methods in the case study appear to have occurred accidentally, contributing to organizational success in different ways. Still, the success of the organizational change that occurs in the case study makes it evident that these three change methods can all be effectively used in an organization at the same time. As a change manager, I would attempt to utilize all three change methods in the manner described above. This would lead to some truly effective organizational change taking place in a planned manner but deriving from the organization's already-present strengths and collectively created contexts.

Action Research

In order to manage the changes brought to the organization by the closure of the Orlon manufacturing operation from an organizational development perspective, the first step taken would be a review of research related to the closure and its effects on the organization and on individuals within the organization. This research would include company- and individual-specific information and figures as well as academic research related to operations shutdowns and cessations generally. The first step of direct action that would be taken is a meeting of relevant and available operations and organizational leadership, describing the necessary changes and the reasons behind them, and presenting the information obtained through research to ensure that expectations are all in line with each other. Current organizational needs, values, and methods for obtaining these would also be stressed at the meeting, setting a clear rationale and plan for the upcoming changes and adjustments.

After the necessary leadership members have been apprised of the plan for change, other members of the organization would also be informed of the coming changes and their rationales in a more efficient manner. Explanation will be made as comprehensive as possible so as to mitigate and reduce the level of negative feelings that will necessarily result as a part of the operations closure. After all explanations have been made, the actual implementation of change would begin, taking place according to the guidelines and principles outlined in the earlier phases. This reflects the explicitly planned change of the OD mindset.

Major Change at DuPont

If DuPont were suddenly bought out by a foreign competitor, there would be a great deal of explanation of the coming changes needed for employees. From the problem solving perspective, it would be explained that new values and new ways of doing business would be coming, and that it was the responsibility of each employee to ensure that they fully understood any new standards and procedures that became a part of the organization. New methods can be learned and adhered to, and after a period of adjustment it would be expected that productivity would return at least to the level it was at prior to the change. An appreciative inquiry approach would encourage the examination of new values and methodologies as well as any new leadership that was brought in as part of the buyout, seeking positive elements that would serve as encouragement for accepting and accelerating the change taking place.