In The Final Project, You Will Be Developing A Change Plan

In The Final Project You Will Be Developing A Change Plan For The Al

In the final project, you will be developing a change plan for the "Alaska Airlines: Navigating Change" case study. Review the case study "Alaska Airlines: Navigating Change" and then complete the following: (a) state what actually 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; (b) address each of the critical elements for Section II parts A and B in your change effort analysis. Make sure to include your recommendations for implementing Kotter's steps 1 and 2.

Paper For Above instruction

The Alaska Airlines case study exemplifies a strategic approach to organizational change, emphasizing the importance of establishing a sense of urgency and creating a guiding coalition—core components of Kotter's change model. Analyzing the case through this lens provides insight into how effective change initiatives can be initiated and sustained through leadership and stakeholder engagement.

Establishing a Sense of Urgency in the Alaska Airlines Case

In the case of Alaska Airlines, the leadership successfully created a sense of urgency by highlighting significant industry challenges and internal pressures. The company faced increasing competition from low-cost carriers, rising operational costs, and shifting customer expectations. To address these issues, Alaska Airlines emphasized the need for change to maintain its competitive edge. The leadership communicated these challenges clearly through meetings, internal memos, and strategic discussions, effectively mobilizing staff and stakeholders to recognize the urgency of implementing transformative initiatives.

This approach aligns with Kotter’s first step—creating a sense of urgency—by making the external environment and internal pressures palpable. The leadership used data and market analysis to demonstrate the need for change convincingly. This method proved effective in fostering a collective understanding among employees that maintaining the status quo was no longer viable, thereby paving the way for further change efforts.

Regarding existing processes, Alaska Airlines had pre-existing channels like quarterly town halls and internal communications that facilitated information dissemination. However, these channels were enhanced by emphasizing the immediacy of challenges through targeted messaging and leadership presence, which increased employee buy-in and mitigated complacency. For future change initiatives, these processes should be updated to include real-time feedback mechanisms, digital engagement tools, and more transparent communication about ongoing industry shifts and internal performance metrics.

To sustain support, a comprehensive strategy to create ongoing awareness and involvement was employed. Leadership utilized storytelling and success stories to illustrate the benefits of change and to motivate employees. This strategy was effective because it personalizes the change, making it more relatable and motivating employees to act.

Building a Guiding Coalition in the Alaska Airlines Case

The case details the formation of a diverse guiding coalition comprised of senior executives, middle managers, and influential frontline employees. The rationale for involving senior management was their authority and strategic vision; middle managers provided operational expertise and could influence teams directly; and frontline employees offered insights into day-to-day operations and customer interactions. This mix ensured that the coalition was balanced, experienced, and capable of addressing various facets of the change process.

Kotter suggests a guiding coalition should be composed of approximately 50% leaders and managers with experience, but flexibility is crucial. In this case, the coalition was structured with around 50% leadership, including HR, operations, and executive sponsors; and the remaining members were selected based on informal influence and peer respect—fostering buy-in and facilitating change at all levels.

To ensure commitment from those involved, the company adopted several steps: clear communication of roles and responsibilities, shared vision development, and inclusive decision-making processes. Recognizing achievements and providing ongoing support and training reinforced their commitment. Additionally, involving influential informal leaders helped foster a supportive culture, which is crucial for sustaining momentum.

Finally, ensuring continuous engagement through regular coalition meetings, feedback sessions, and progress updates promoted accountability and reinforced collective ownership of the change efforts.

Recommendations for Implementing Kotter’s Steps 1 and 2

For creating urgency, it is recommended that Alaska Airlines leverage data analytics to continuously monitor industry trends and internal performance metrics. This proactive approach ensures that the sense of urgency remains current and compelling. Coupling this with transparent communication about competitive threats and customer demands will maintain momentum and prevent complacency.

In building the guiding coalition, a deliberate selection process should be implemented to include individuals with strategic insight, operational expertise, and informal influence. Offering leadership training and change management workshops can enhance their capacity to drive change initiatives. Consistent recognition and fostering a shared vision will motivate coalition members and ensure sustained commitment.

By continuously updating engagement strategies, utilizing digital communication tools, and reinforcing the importance of change at every organizational level, Alaska Airlines can effectively implement Kotter’s first two steps, setting a sturdy foundation for subsequent change phases.

References

• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Cohen, D. (2012). The Heart of Change Field Guide: Tools and Tactics for Leading Change in Your Organization. FT Press.
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