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) address each of the critical elements for Section II parts E and F in your change effort analysis. Make sure to include your recommendations for implementing Kotter’s steps 5 and 6.
E. Enable Action by Removing Barriers
- Identify the forces, barriers, and hindrances to the organizational change effort, and describe each.
- 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.
F. Generate Short-Term Wins
- Determine how you will generate short-term wins. How will you reward these wins?
- What can be gained from short-term wins? Support your response.
Guidelines for Submission: Your paper must be submitted as a 3–6-page Microsoft Word document with double spacing, 12-point Times New Roman font, oneinch margins, and at least three sources cited in APA format.
Requirements: 3-6 PAGES
Answer preview
The resistance to change can be recognized from the reactions and responses of the stakeholders to the change (Grama & Todericiu, 2016). For instance, resistance could be recognized in Alaska since the pilots were angry and disengaged. Particularly disengagement, in this case, was realized from an increase in the number of sick leaves and irregularity reports. Resistance is also recognized from the incidences of underperformance and the risks of employee strikes. Moreover, the lack of morale to perform various tasks is a key measure of resistance to the proposed change efforts.
The resistance to change can be eliminated or its impact mitigated through various measures that promote employees’ active involvement and similar stakeholders. Most significant is crisis communication, with honest details which explain the need for change (Rafferty & Jimmieson, 2016). A systematic process can also involve setting the priorities right for the employees and being honest regarding the necessary changes. Necessary interventions also include comprehensive training programs to equip the employees with the knowledge and skills necessary to perform in the new complex systems. The main consideration is to ensure the employees are confident that they can effectively undertake the new roles.
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