1. Although a very detailed change proposal may prevent people from making their own connections, as discussed in the case, it may lead others to consider the proposal vague and unfinished. How do you balance these two concerns? What guidelines would you use to ensure that you are not veering too far off in either direction?
2. Kevin Sparks of Blue Cross and Blue Shield of Kansas City had a difficult time convincing his people of the need for change. What would you have suggested he do before you read the case? What about afterwards? How did your recommendations change as a result?
3. Organizational change goes beyond promotions and the threat of layoffs. What ways other than those discussed in the case would you use to entice people to embrace proposed changes? Provide several suggestions and justify their rationale.
Kevin Sparks has been trying to get his staff to change the way it monitors and supports the data center for the past year, but he hasn’t been getting anywhere. Not that he’s getting resistance—at least not overtly. His staffers at Blue Cross and Blue Shield of Kansas City agree that installing automated monitoring software, along with a centralized control room and a set of standard processes for responding to problems, would be more efficient than the way they deal with things now, which is mostly through ad hoc heroism.