Module 1: Action Research And Organizational Development ✓ Solved

Module 1 Caseaction Research And Organizational Developmentcase Assi

Review the four scenarios provided, which illustrate various organizational challenges. For each scenario, identify which key step from the standard action research or organizational development process was missing, and discuss how this omission may have contributed to the problem or failure. Your analysis should be grounded in the principles outlined in the background materials, and you must cite at least one of the required readings for each scenario. Your paper should be 4 to 5 pages long, providing a comprehensive assessment of each case, with clear explanations of the missing steps and their impacts on organizational outcomes.

Sample Paper For Above instruction

In analyzing organizational challenges through the lens of action research and organizational development, it is vital to recognize the importance of following a systematic process. The four scenarios provided offer insightful cases where deviations from these steps may have led to suboptimal or failed initiatives. This paper explores each scenario, identifies the missing key step, and discusses how neglecting this step likely contributed to organizational struggles, supported by relevant literature.

Scenario 1: The Decline in Sales at XYZ Widget Corporation

The initial step that was missing in this case was a comprehensive diagnosis of the underlying causes of declining sales. The consultant conducted employee interviews but missed the critical step of gathering objective, quantifiable data regarding sales performance, customer feedback, and market conditions before implementing solutions. According to Continuing Professional Education (Cummings & Worley, 2015), a thorough diagnosis involves multiple data collection methods, including surveys, observations, and analysis of sales metrics, to understand the root causes. By prematurely recommending a pay increase based solely on employee perceptions, the organization overlooked broader issues such as market competition, product quality, or sales processes, which might have been the true contributors to poor performance. Neglecting a detailed diagnosis can result in superficial solutions that do not address fundamental problems, leading to continued decline, as evidenced in the case.

Scenario 2: HN Motors and the Hybrid Vehicle Project

The primary missing step was effective stakeholder engagement and conflict resolution before team formation. The consultant recommended creating a cross-functional team without adequately addressing the underlying organizational culture and concerns, particularly safety fears. As highlighted by French and Bell (2016), involving key stakeholders early in the process and understanding their perspectives is essential for fostering commitment and motivation. The omission of a thorough needs assessment and team-building activities led to unmotivated team members and project stalls. Additionally, the lack of a shared vision or clear strategic direction contributed to resistance. By not facilitating open dialogue about safety concerns and project viability beforehand, the organization missed the opportunity to build consensus or adapt the project scope accordingly, thus compromising the effort.

Scenario 3: Dr. Hotshot’s 'Extra Special Action Research System®'

This scenario exemplifies the dangers of superficial intervention. The missing critical step was ongoing feedback and continuous data analysis to evaluate actual changes versus perceived motivation. Dr. Hotshot’s approach relied heavily on initial survey results and motivating speeches, neglecting the essential practice of iterative assessment and adjustment (Cummings & Worley, 2015). As a result, employee motivation increased temporarily but was not sustained, likely because key organizational or cultural issues were unaddressed. The failure to follow through with sustained engagement, deeper analysis, and targeted interventions illustrates a lack of a systematic, evidence-based process. Recognizing and incorporating ongoing feedback loops is vital for ensuring meaningful and lasting organizational change.

Scenario 4: Kooltrendy’s 'Fun Fridays' Initiative at Hardwrk

Here, the key missing step was a comprehensive cultural assessment and understanding employee values before implementing a solution. The organization made a hasty assumption that introducing fun activities would integrate the two cultures, neglecting the importance of cultural diagnostics outlined by Schein (2010). The abrupt imposition of activities without considering employee preferences or organizational norms led to turnover, indicating cultural disconnect. The process of diagnosing cultural differences, involving employees in designing culturally sensitive interventions, and gradual change management strategies were absent. These steps could have prevented resistance and turnover, emphasizing the importance of aligning interventions with organizational culture.

Conclusion

Across all four scenarios, a recurring theme is the neglect of crucial steps in the action research and organizational development process—particularly thorough diagnosis, stakeholder engagement, iterative feedback, and cultural assessment. The failure to follow a systematic, evidence-based approach often results in superficial solutions that fail to produce sustainable change. The literature consistently underscores the importance of these steps in successful organizational interventions (Cummings & Worley, 2015; French & Bell, 2016; Schein, 2010). Practitioners and organizations must adhere to these principles to enhance the likelihood of meaningful and lasting improvements.

References

• Cummings, T. G., & Worley, C. G. (2015). Organization Development and Change. Cengage Learning.
• French, W. L., & Bell, C. H. (2016). Organization Development: Behavioral Science Interventions for Organization Improvement. Pearson.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Burke, W. W. (2017). Organization Change: Theory and Practice. SAGE Publications.
• case study sources from credible journals and business publications, properly cited in the context of each scenario.