What implications does this have for adopting a sense-making approach to organizational change?
Answer to relevant QuestionsIn your opinion, how compatible are these approaches? Why? What evidence is there in the Dupont story for your answer? As a change manager, to what extent could you utilize insights from each approach? How would you ensure that you have a representative cross sample of relevant people in the room at the same time? What data sources would you need to achieve this? What similarities and differences emerge looking at change from these different perspectives? Discuss issues of vision content, context, and process in how vision was introduced and changed at the company. What emerges from this? What are the limits to an open communication style when faced with ongoing rounds of downsizing? What else might be done by management to retain staff motivation?
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