LC-Mile02

OL 663 Mileston e Two Guidelines and Rubric 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 3 and 4 of developing a vision and strategy and communicating the change vision (two to three paragraphs), and (b) reflect on what you think should have been done in the change effort regarding those two steps. State your reflection as recommendations to implement Kotter’s steps 3 a nd 4. This milestone will help you build Section II parts C and D of your final project. C. Form a Strategic Vision 1. Determine the values that are essential to this change. Why are these values essential? 2. Establish the vision for this organizational change effort. How will thi s vision be effective in promoting your change effort? 3. Identify your intended targeted outcomes . Defend your choices. 4. What must occur for the organizational change effort to be considered a success ? Defend your response. D. Communicate the Change 1. What is required for the change to be communicated effectively within the organization? Why? 2. Determine actions you will take to encourage two -way communication for effective feedback loops during implementation of the change effort. Explain why these acti ons will be effective. 3. How will you support the direct supervisors in the organization in their efforts to communicate with employees about the change effort? 4. Describe how you will address any concerns or anxieties regarding this change. 5. Who needs to be involved and in what capacity for this change effort to be a success? Rubric 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, 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: Values Meets “Proficient” criteria , and defense is well qualified with examples Determines values that are essential for the change and defends why the values are essential Determines values that are essential for the change , but does not defend why the values are essential Does not determi ne values that are essential for the change 12 Change Plan: Vision Meets “Proficient” criteria , and description uses concrete examples to qualify claims Establishes the vision for the organizational change effort and describes how vision will be effective in promoting the change effort Establishes the vision for the organizational change effort , but does not describe how vision will be effective in promoting the change effort Does not establish the vision for the organizational change effort 11 Change Plan: Targeted Outcomes Meets “Proficient” criteria , and defense employs industry - specific language to establish expertise Identifies intended targeted outcomes and defends each choice Identifies intended targeted outcomes , but does not defend each choice Does not identify intended targeted outcomes 11 Change Plan: Success Meets “Proficient” criteria and defense uses industry -specific language to establish expertise Determines what must occur for the organizational change effort to be considered a success and defends response Determines what must occur for the organizational change effort to be considered a success , but does not defend response Does not determine what must occur for the organizational change effort to be considered a success 11 Change Plan : Communication Meets “Proficient” criteria , and explanation utilizes industry - specific language to establish expertise Establishes what is required for change to be communicated effectively and explains response Establishes what is required for change to be communicated effectively , but does not explain response Does not establish what is required for effective communication 11 Change Plan: Two - Way Communication Meets “Proficient” criteria , and explanation is well supported and plausible Determines actio ns that will be taken in order to encourage two -way communication and explains why selected actions will be effective Determines actions that will be taken in order to encourage two -way communication , but does not explain why selected actions will be effec tive Does not determine actions that will need to be taken in order to encourage two -way communication 11 Change Plan: Direct Supervisors Meets “Proficient” criteria , and response is well qualified with concrete examples Establishes how direct supervisors within the organization will be supported in their efforts to communicate with employees regarding the change effort Establishes how direct supervisors within the organization will be supported in their efforts to communicate with employees , but plan is misaligned with the change effort Does not establish how direct supervisors within the organization will be supported in their efforts to communicate with employees 11 Change Plan: Concerns or Anxieties Meets “Proficient” criteria , and description is exceptionally clear and contextualized Describes how concerns or anxieties regarding the change will be addressed Describes how concerns or anxieties regarding the change will be addressed, but description is cursory or inaccurate Does not describe how concerns or anxieties regarding the change will be addressed 11 Change Plan:

Involved Meets “Proficient” criteria , and description is well supported and plausible Determines who will need to be involved in a change effort and describes the capacity in which they will be involved Determines who will need to be involved in a change effort , but does not describe the capacity in which they will be involved Does not determine who will need to be involved in a change effort 11 Total 100%