(Solved) OL 663 Final Project Solution
OL 663 Final Project Guidelines and Rubric
Overview
To be an effective leader, one must be able to lead change efforts in a way that is collaborative and demonstrates the culture of the organization. At some point, all leaders will be tasked with either leading an organizational change effort or being part of upper-level team planning and implementation of an organizational change effort.
Your final project in this course is the development of a change plan based on a case study. Your plan will utilize Kotter’s change implementation plan components for an organization. Kotter’s plan will take you through steps that demonstrate what should be looked at during each step of a change effort. Changes take time to implement, and it is vital that all aspects of an organization are considered when making these changes.
This project addresses the following course outcomes:
- Determine the root causes and driving forces for effectively implementing an organizational change effort
- Diagnose gap differences between current situations and targeted goals of change efforts for determining the needs of a change effort
- Analyze the impact of a change effort for its implications on the roles of employees
- Predict areas and causes of resistance within an organization to develop a well-informed, effective change plan
- Determine the communication needs in a change effort involving employees for successfully implementing a change effort
- Enhance the influence of organizational culture on organizational change efforts
Prompt
In this project, you will develop a change plan based on a case study with stated objectives to accomplish an intended goal or goals. Once the objectives are established, you will build backward from those goal(s) in order to develop a timeline for completion in a phase-by-phase sequence. This change plan will analyze what is needed for the implementation of a change to be successful and things to look out for along the way.
Specifically, the following critical elements must be addressed:
- Analysis and Diagnosis
- What is the problem in need of addressing at this point in time? Describe which forces are driving the change effort.
- How did this problem arise? Determine how this problem is currently impacting the
- Identify the specific organizational needs driving the Explain each.
- Identify specific variables, conditions, issues, individuals, and other factors that will impact the change effort negatively. Describe how these should be handled prior to planning the change
- What are the underlying causes of the problem? How should these be addressed?
- Identify the gap between what the problem’s current situation is and what the hoped-for targeted outcome will be. Establish what needs to occur to build a process to bridge this gap.
- Developing a Change Plan Using Kotter’s Model for Implementing Organizational Change
- Create Urgency
- Describe a plan to create urgency within the organization and convince stakeholders that this change needs to take
- What processes currently exist for implementing change? How will these processes need to be updated for the proposed change?
- Describe the strategy you will use to get support from your How will this strategy be effective?
- Build a Guiding Coalition
- Identify who should be involved in this guiding coalition. Provide rationale for each choice. Kotter likes 50% leaders and 50% managers with experience, while others prefer the composition to be 33% leaders, 33% managers, and 33% informal leaders, but you can assemble the guiding coalition as you see fit.
- Determine steps you can take to ensure commitment from those Describe those steps.
- Form a Strategic Vision
- Determine the values that are essential to this change. Why are these values essential?
- Establish the vision for this organizational change How will this vision be effective in promoting your change effort?
- Identify your intended targeted outcomes. Defend your choices.
- What must occur for the organizational change effort to be considered a success? Defend your
- Communicate the Change
- What is required for the change to be communicated effectively within the organization? Why?
- Determine actions you will take to encourage two-way communication for effective feedback loops during implementation of the change Explain why these actions will be effective.
- How will you support the direct supervisors in the organization in their efforts to communicate with employees about the change effort?
- Describe how you will address any concerns or anxieties regarding this
- Who needs to be involved and in what capacity for this change effort to be a success?
- Enable Action by Removing Barriers
- Identify the forces, barriers, and hindrances to the organizational change effort, and describe
- How can resistance be recognized? How will you eliminate resistance or mitigate its impact on the implementation of the change plan?
- Describe actions that will enable and empower employees to help drive the change effort.
- Generate Short-Term Wins
- Determine how you will generate short-term How will you reward these wins?
- What can be gained from short-term wins? Defend your
- Sustain Acceleration
- How will you ensure that the momentum driving the change effort continues?
- Institute Change
- What actions need to occur for this change to become part of the organizational culture? Defend eac
- Create Urgency
- What infrastructure mechanisms need to be in place to maintain and sustain the change into the future? Describe the importance of Milestone One: Kotter’s Steps 1 and 2.
Milestones
In Module Three, you will review the case study “Alaska Airlines: Navigating Change” and then complete the following: (a) State what actually occurred in the case regarding Kotter’s first two steps of establishing a sense of urgency and creating the guiding team in a change effort and (b) reflect on what you think should have been done in the change effort regarding those two steps. State your reflection as recommendations to implement steps 1 and 2.
This milestone will help you build Section II parts A and B of your final project. This milestone is graded with the Milestone One Rubric.
Milestone Two: Kotter’s Steps 3 and 4
In Module Five, you will review the case study “Alaska Airlines: Navigating Change” and then complete the following: (a) State what actually occurred in the case regarding Kotter’s steps 3 and 4 of developing a vision and strategy and communicating the change vision (two to three paragraphs), and (b) reflect on what you think should have been done in the change effort regarding those two steps. State your reflection as recommendations to implement Kotter’s steps 3 and 4.
This milestone will help you build Section II parts C and D for your final project. This milestone is graded with the Milestone Two Rubric.
Milestone Three: Kotter’s Steps 5 and 6
In Module Seven, you will review the case study “Alaska Airlines: Navigating Change” and then complete the following: (a) State what actually occurred in the
case regarding Kotter’s steps 5 and 6 of empowering employees for broad-based action and generating short-term wins, and (b) reflect on what you think should have been done in the change effort regarding those two steps. State your reflection as recommendations to implement steps 5 and 6.
This milestone will help you build Section II parts E and F for your final project. This milestone is graded with the Milestone Three Rubric.
Final Submission: Change Plan
In Module Nine, you will be submitting your final project, a change plan for the Alaska Airlines case study. Throughout the course, you have had multiple opportunities to work on the elements of this proposal and fine-tune your thinking for the change plan.
Your finalized proposal should incorporate feedback you have received from your instructor as well as your peers. This submission is graded with the Final Project Rubric.
Deliverables
| Milestone | Deliverable | Module Due | Grading |
| One | Kotter’s Steps 1 and 2 | Three | Graded separately; Milestone One Rubric |
| Two | Kotter’s Steps 3 and 4 | Five | Graded separately; Milestone Two Rubric |
| Three | Kotter’s Steps 5 and 6 | Seven | Graded separately; Milestone Three Rubric |
| Final Submission: Change Plan | Nine | Graded separately; Final Project Rubric |
Final Project Rubric
Guidelines for Submission: Your change plan must be 13–15 pages (not including title page or references), double spaced, with 12-point Times New Roman font, and adhere to APA guidelines.
Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information, review these instructions.
| Critical Elements | Exemplary (100%) | Proficient (90%) | Needs Improvement (70%) | Not Evident (0%) | Value |
| Analysis and Diagnosis: Problem | Meets “Proficient” criteria, and description is exceptionally clear and contextualized | Identifies the problem in need of addressing and describes which forces are driving the
change effort |
Identifies the problem in need of addressing, but does not describe which forces are
driving the change effort |
Does not identify the problem | 3.5 |
| Analysis and Diagnosis: Impact | Meets “Proficient” criteria, and response demonstrates a nuanced awareness of the
organization |
Establishes how problem arose and determines the current impact of the problem | Establishes how problem arose, but does not determine the current impact of the
problem |
Does not establish how the problem arose | 3.5 |
| Analysis and Diagnosis: Organizational Needs | Meets “Proficient” criteria, and explanation employs specific examples | Identifies specific organizational needs driving the change and explains each | Identifies specific organizational needs driving the change, but does not
explain each |
Does not identify organizational needs | 3.5 |
| Analysis and Diagnosis: Variables | Meets “Proficient” criteria, and description is well supported with specific examples | Identifies specific variables, conditions, issues, and individuals that may impact the change effort negatively and describes how these should be handled prior to
planning the change effort |
Identifies specific variables, conditions, issues, and individuals that may impact the change effort negatively, but does not describe how these should be handled prior
to planning the change effort |
Does not identify specific variables, conditions, issues, and individuals that may impact the change effort negatively | 3.5 |
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| Analysis and Diagnosis: Underlying Causes | Meets “Proficient” criteria, and determination is well supported and plausible | Identifies underlying causes of the problem and determines
how these causes should be addressed |
Identifies underlying causes of the problem, but does not
determine how these causes should be addressed |
Does not identify underlying causes of the problem | 3.5 |
| Analysis and Diagnosis: Gap | Meets “Proficient” criteria, and response employs specific examples to support claims | Identifies the gap between the current situation and the targeted outcome and establishes what needs to occur to build a process to
address the gap |
Identifies the gap between the current situation and the targeted outcome, but does not establish what needs to occur to build a process to
address the gap |
Does not identify the gap between the current situation and the targeted outcome | 3.5 |
| Change Plan: Urgency | Meets “Proficient” criteria, and description is exceptionally clear and contextualized | Describes a plan to create urgency within the organization and convince stakeholders that the change needs to take place | Describes a plan to create urgency within the organization and convince stakeholders that the change needs to take place, but plan is
misaligned with the problem |
Does not describe a plan to create urgency within the organization | 3.5 |
| Change Plan: Processes | Meets “Proficient” criteria, and description is well supported with examples | Identifies current processes for implementing change and describes how processes will need to be updated for
proposed change |
Identifies current processes for implementing change, but does not describe how processes will need to be
updated for proposed change |
Does not identify current processes for implementing change | 3.5 |
| Change Plan: Support | Meets “Proficient” criteria, and description is exceptionally clear and contextualized | Describes a strategy to gain support from employees and describes how the strategy will
be effective |
Describes a strategy to gain support from employees, but does not describe how the
strategy will be effective |
Does not describe a strategy to gain support from employees | 3.5 |
| Change Plan: Guiding Coalition | Meets “Proficient” criteria, and rationale demonstrates a nuanced understanding of the
roles involved in a coalition |
Identifies who should be involved in the guiding coalition and provides
rationale for each choice |
Identifies who should be involved in the guiding coalition, but does not provide
rationale for each choice |
Does not identify who should be involved in the guiding coalition | 3.5 |
| Change Plan: Commitment | Meets “Proficient” criteria, and description is exceptionally clear and contextualized | Determines steps for ensuring commitment from those involved and describes each
step |
Determines steps for ensuring commitment from those involved, but does not describe
each step |
Does not determine steps for ensuring commitment | 3.5 |
| Change Plan: Values | Meets “Proficient” criteria, and defense is well qualified with examples | Determines values that are essential for the change and defends why the values are
essential |
Determines values that are essential for the change, but does not defend why the
values are essential |
Does not determine values that are essential for the change | 3.5 |
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| Change Plan: Vision | Meets “Proficient” criteria, and description uses concrete examples to qualify claims | Establishes the vision for the organizational change effort and describes how vision will be effective in promoting the
change effort |
Establishes the vision for the organizational change effort, but does not describe how vision will be effective in
promoting the change effort |
Does not establish the vision for the organizational change effort | 3.5 |
| Change Plan: Targeted Outcomes | Meets “Proficient” criteria, and defense employs industry- specific language to establish
expertise |
Identifies intended targeted outcomes and defends each choice | Identifies intended targeted outcomes, but does not defend each choice | Does not identify intended targeted outcomes | 3.5 |
| Change Plan: Success | Meets “Proficient” criteria and defense uses industry-specific language to establish expertise | Determines what must occur for the organizational change effort to be considered a success and defends response | Determines what must occur for the organizational change effort to be considered a success, but does not defend
response |
Does not determine what must occur for the organizational change effort to be considered a success | 3.5 |
| Change Plan: Communication | Meets “Proficient” criteria, and explanation utilizes industry- specific language to establish
expertise |
Establishes what is required for change to be communicated effectively and explains
response |
Establishes what is required for change to be communicated effectively, but does not
explain response |
Does not establish what is required for effective communication | 3.5 |
| Change Plan: Two-Way Communication | Meets “Proficient” criteria, and explanation is well supported and plausible | Determines actions that will be taken in order to encourage two-way communication and explains why selected actions
will be effective |
Determines actions that will be taken in order to encourage two-way communication, but does not explain why selected
actions will be effective |
Does not determine actions that will need to be taken in order to encourage two-way communication | 3.5 |
| Change Plan: Direct Supervisors | Meets “Proficient” criteria, and response is well qualified with concrete examples | Establishes how direct supervisors within the organization will be supported in their efforts to communicate with employees regarding the change effort | Establishes how direct supervisors within the organization will be supported in their efforts to communicate with employees, but plan is misaligned with the change
effort |
Does not establish how direct supervisors within the organization will be supported in their efforts to communicate with employees | 3.5 |
| Change Plan: Concerns or Anxieties | Meets “Proficient” criteria, and description is exceptionally clear and contextualized | Describes how concerns or anxieties regarding the change will be addressed | Describes how concerns or anxieties regarding the change will be addressed, but description is cursory or
inaccurate |
Does not describe how concerns or anxieties regarding the change will be addressed | 3.5 |
| Change Plan: Involved | Meets “Proficient” criteria, and description is well supported and plausible | Determines who will need to be involved in a change effort and describes the capacity in which they will be involved | Determines who will need to be involved in a change effort, but does not describe the capacity in which they will be
involved |
Does not determine who will need to be involved in a change effort | 3.5 |
| Change Plan: Forces, Barriers, and Hindrances | Meets “Proficient” criteria, and description is exceptionally clear and contextualized | Identifies the forces, barriers, and hindrances to the
organizational change effort and describes each |
Identifies the forces, barriers, and hindrances to the
organizational change effort, but does not describe each |
Does not identify forces, barriers, and hindrances to the organizational change effort | 3.5 |
| Change Plan: Resistance | Meets “Proficient” criteria, and description is exceptionally clear and contextualized | Describes how resistance can be recognized and determines
how resistance can be eliminated or mitigated |
Describes how resistance can be recognized, but does not
determine how resistance can be eliminated or mitigated |
Does not describe how resistance can be recognized | 3.5 |
| Change Plan: Enable and Empower | Meets “Proficient” criteria, and
description is exceptionally clear and contextualized |
Describes actions that enable
and empower employees to help drive the change effort |
Describes actions, but lacks
alignment to enabling and empowering employees |
Does not describe actions | 3.5 |
| Change Plan: Short- Term | Meets “Proficient” criteria and supports response with specific examples that further illustrate
claims |
Determines how short-term wins will be generated and establishes how these wins will
be rewarded |
Determines how short-term wins will be generated, but does not establish how these
wins will be rewarded |
Does not determine how short- term wins will be generated | 3.5 |
| Change Plan: Short- Term Wins | Meets “Proficient” criteria, and defense employs specific
evidence to support claims |
Determines what can be gained from short-term wins
and defends response |
Determines what can be gained from short-term wins,
but does not defend response |
Does not determine what can be gained from short-term
wins |
3.5 |
| Change Plan: Momentum | Meets “Proficient” criteria, and description is exceptionally clear and contextualized | Describes how to ensure that the momentum driving the change effort continues | Describes how to ensure that the momentum driving the change effort continues, but description contains issues regarding accuracy or
relevancy |
Does not describe how to ensure that the momentum driving the change effort continues | 3.5 |
| Change Plan: Organizational Culture | Meets “Proficient” criteria, and defense is masterfully supported with specific examples | Determines what actions need to occur for the change to become part of the organizational culture, and
defends each action |
Determines what actions need to occur for the change to become part of the organizational culture, but
does not defend each action |
Does not determine what actions need to occur for the change to become part of the organizational culture | 3.5 |
| Change Plan: Infrastructure Mechanisms | Meets “Proficient” criteria, and description is exceptionally clear and contextualized | Establishes infrastructure mechanisms that need to be in place to maintain and sustain the change into the future and describes the importance of
each |
Establishes infrastructure mechanisms that need to be in place to maintain and sustain the change into the future, but does not describe the
importance of each |
Does not establish infrastructure mechanisms that need to be in place to maintain and sustain the change into the future | 3.5 |
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| Articulation of Response | Submission is free of errors related to citations, grammar, spelling, syntax, and organization and is presented in a professional and easy-to-
read format |
Submission has no major errors related to citations, grammar, spelling, syntax, or organization | Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and
articulation of main ideas |
Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas | 2 |
| Total | 100% | ||||
