Organizational Change - Dupont Case

Organizational Change - DuPont Case Study

Response to Question 1:

As Tom Harris and the management team of the DuPont Orlon manufacturer center ready for their plant to be shut down and relocated to China, it is apparent there is no change management plan or strategy in place, in addition to no specific timeline for managing the transition. The logistics of the move have been defined yet there has been little in the way of organizational development (OD) put into place in anticipation of the move and its implications for employees and their roles within DuPont. Assessing the extent to which DuPont has OD, Appreciate Inquiry and sense-making illustrates what is the case in many organizations, relative strength in one area followed by weaknesses on others. OD is a strategic-level initiative aimed at changing the cultural aspects of a company, concentrating on attitudes and values, and their impact on the structure of an organization (Bennis, Mische, 1996). From this definition it can be seen that OD is comprised of democratic, developmental, and humanistic values. There is little evidence of an over-arching OD strategy in place; however the research proposed by Dr. Akin from the University of Virginia could serve as the foundation of a more extensive OD strategy in the future. The potential benefits of an OD strategy as defined by Brown (2006) as a means of refocusing the strategic direction of DuPont also need to be considered. Conversely the use of appreciative inquiry is excellent, starting with the integration of the study from Dr. Akin from the University of Virginia and the emphasis the study places on understanding how the organizational systems and processes can lead to greater levels of renewal, change, and focused performance. The transformational role of appreciative inquiry also needs to be specifically addressed (Bushe, Kassam, 2005) as there is significant potential for defining the foundational elements of a future OD initiative and strategic plan. Appreciative Inquiry also needs to be underscored with the support of senior management (Fambrough, Hart, 2008) which in the case presented by DuPont is evident. Finally in terms of sense-making, DuPont's use of allegorical references to NASCAR teams and the critical role each team member plays in terms of accuracy, safety, speed and responsiveness resonate with DuPont workers. With this frame-validating approach in place, sense-making is achieved. In summary, of the three embedded approaches, DuPont is strongest with the sense-making, followed by appreciative inquiry, with OD being the weakest of strategies in the company today.

Response to Question 2:

The compatibility of OD, sense-making, and appreciate inquiry align to the extent an organization chooses to make a strategic commitment to continually transforming its structure and culture to be innovative and not complacent (Brown, 2006). These three varying approaching to managing organizational change are unified to the extent any organization chooses to see change not as a threat but as a catalyst for improvement. Part of the galvanizing effect of organization cultures that achieve this level of integration of the three concepts also have strong and sustained senior management participation as well (Hoff, 2008). Looking at how these three concepts have been deployed throughout DuPont, it's clear the planning and execution has yet to fully address the most critical need, and that is the potential of reductions in force and layoffs as a result of the move of the plant to China, the most critical time for any company to test their commitment and execution of these strategies (Akdogan, Cingoz, 2009)

Response to Question 3:

In being given the task of managing the Orlon manufacturing operation closure, my first focus would be on strengthening the weakest areas of performance to this point in tem and accentuating the strongest. 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.