I just need a separate response to the 2 Post below:

Post 1

This was the article I chose, An Information-based Approach to Organizational Change Management, by Darin Freeburg.

In the article, Freeburg proposes an information-based approach to organizational change management. He argues that traditional change management methods are often ineffective because they focus on changing the behavior of individuals rather than addressing the underlying information systems that shape those behaviors. Freeburg suggests managers can create more effective and sustainable change by focusing on the information systems supporting organizational processes. He outlines a framework for identifying and analyzing these systems and provides examples of how this approach has been successfully applied in real-world situations.

According to Freeburg, the success or failure of a change process depends on factors such as communication, employee engagement, and organizational culture. While there is no direct reference to Freeburg discussing failures, addressing failures is relevant to his proposed approach. He suggests that new approaches to change management should look outside the existing boundaries of change management literature.

Palmer, Dunford, and Buchanan (2022) emphasize the importance of understanding different mental models and organizational images to manage change within an organization effectively. They discuss various approaches to managing organizational change, including the information-based approach proposed by Freeburg. Additionally, Palmer, Dunford, and Buchanan (2022) suggest that a successful change process requires addressing underlying information systems instead of just changing individual behavior. They also emphasize the importance of communication, employee engagement, and organizational culture for effective change management.

Post 2

Charan's (2006) "Home Depot Blueprint for Culture Change" may be familiar as it tells a story of organizational change initiatives. The home repair big-box store, Home Depot, required a do-it-yourself corporate repair in December of 2000 when newly hired Robert Nardelli arrived as the new CEO. Nardelli transferred his leadership success and abilities from General Electric and applied them to the twenty-year-old Home Depot. Upon Nardelli's arrival, Home Depot operated under its co-founders, who cultivated a closely tied company culture with loose operational practices (Charan, 2006). Home Depot's Board of Directors determined the enactment of change initiatives to stave off the organization's operational and financial issues and had chosen Nardelli to lead them through.

Nardelli's charismatic leadership provided a vision that inspired others to buy into the change initiatives as he introduced mechanisms to change how people interacted within the organization (Charan, 2006). The failure, more of a fallout, in Nardelli's change initiatives included an executive team who bailed out in the first year. Further resistance came from managers working autonomously and fearful of the change in company culture and their place in the organization. Home Depot's change initiatives succeeded by identifying critical components of company culture, which had to change to meet the organization's strategic goals. Charan (2016) tells of success in strengthening the company and adapting the culture to meet new organizational needs and challenges. Nardelli used a systematic approach to transition the culture over time.

Nardelli's strategy capitalized on his leadership strengths, like Roz Brewer and Starbucks, to gain trust at all levels of the organization, ultimately bringing change. Nardelli, like Brewer, came from a different organizational leadership background and translated his experiences into the new leadership setting (Palmer et al., 2022). Nardelli adapted what he did best at GE and brought it to Home Depot to lead the organization through successful change. Charan's (2006) "Home Depot Blueprint for Culture Change" is worth the read.