LC-Mile01

OL 663 Mileston e One Guidelines and Rubric In the f inal project , you will be developing a change plan for the “Alaska Ai rlines: Navigating Change.” In The Heart of Change Field Guide: Tools and Tactics for Leadin g Change in Your Organization, Cohen explains what is required from the leader and other parts of the organization to deliver Kotter’s steps successfu lly as a change intervention. Review the case study “Alaska Airlines: Navigating Change” and then complete the following: (a) State what actu ally 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 thi nk should have been done in the change effort regarding those two steps. State y our reflection as recommendations to implement Kotter’s steps 1 and 2. This mileston e will help you build Section I parts A and B of your final project. A. Create Urgency 1. Describe a plan to create urgency within the organization and convince stakeholders that this change needs to take place. 2. What processes currently exist for implementing change? How will these processes need to be updated for the proposed change? 3. Describe the strategy you will use to get support from your employees. How will this strategy be effective? B. Build a Guiding Coalition 1. Identify who should be involved in this guiding coalition . Provide rationale for each choice. Kotter likes 50% leaders and 50% managers with experience, while oth ers prefer the composition to be 33% leaders, 33% managers, and 33% informal leaders, but you can assemble the guiding coalition as you see fit. 2. Determine steps you can take to ensure commitment from those involved. Describe those steps. Guidelines for Su bmission : Your paper must be submitted as a 3–6-page Microsoft Word document with double spacing, 12 -point Times New Roman font, one - inch margins, and at least three sources cited in APA format . Instructor Feedback : This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more in formation, review these instructions . Critical Elements Exemplary (100%) Proficient (90 %) Needs Improvement (70 %) Not Evident (0%) Value 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 wi th the problem Does not describe a plan to create urgency within the organization 20 Change Plan:

Process es Meets “Proficient” criteria , and description is well supported with examples Identifies current processes for implementing change and describes how processes will need to be update d for proposed change Identifies current processes for implementing change , but does not describe how processes will need to be update d for proposed change Does not identify current processes for implementing change 20 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 str ategy 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 20 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 20 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 20 Total 100%