PM Rubric Evaluation Results OL 663 X1228 Leading Cha

10522 1237 Pm Rubric Evaluation Results Ol 663 X1228 Leading Cha

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 and 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 this 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 actions 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?

Paper For Above instruction

In the case of Alaska Airlines, the organization faced significant challenges rooted in an ineffective organizational culture characterized by complacency and resistance to change. Historically, the airline's culture under the leadership of acting CEO Ray Vecci fostered a "just good enough" mentality, which hindered operational improvements such as timely departures and proper baggage handling. Recognizing these issues, the new management team initiated strategic interventions, including hiring a vice president at Seattle operations and restructuring departmental management. This shift aimed to implement lean processes designed to eliminate waste and improve service quality, directly aligning with Kotter’s third and fourth steps of developing a vision and communicating that vision effectively.

Regarding Kotter’s third step—creating a vision—Alaska Airlines’ leadership sought to articulate a compelling future state emphasizing improved customer satisfaction through reduced baggage mishandling and better adherence to schedules. They identified core values such as commitment to operational excellence and customer focus, which were essential for aligning staff efforts toward the common goal of cultural transformation. The vision aimed to foster a culture where employees embraced accountability and continuous improvement, which was vital for reversing the previous complacency. The targeted outcomes included measurable enhancements in on-time performance and baggage handling, serving as clear indicators of successful change implementation. For success, the airline needed to embed these values into daily operational practices, ensuring the cultural shift persisted beyond initial initiatives.

In terms of Kotter’s fourth step—communicating the change—Alaska Airlines’ leadership emphasized transparent, multi-channel communication strategies. They sought to clearly convey the reasons for cultural change, emphasizing how improved operational metrics directly benefited employees, passengers, and the company’s long-term sustainability. Effective communication was deemed essential to mitigate resistance rooted in uncertainty and fear of change. To enhance two-way communication, the airline encouraged feedback through employee forums, town hall meetings, and suggestion channels, which fostered a sense of involvement and ownership among staff. Supporting direct supervisors was crucial; thus, the organization provided training and resources to help them effectively communicate the change to their teams, addressing concerns and reducing anxieties. Supervisors acted as change ambassadors, and their support was vital in ensuring consistent messaging. Addressing employee concerns, such as fear of increased workload or job insecurity, involved honest dialogue and highlighting ongoing support and development initiatives. Key stakeholders—including frontline employees, managers, and executive leadership—were involved in these communication processes, with each playing a specific role in sustaining momentum and fostering a culture receptive to change.

Overall, Alaska Airlines’ focus on creating a clear vision and robust communication plan aligns with Kotter’s principles, setting the foundation for successful organizational change. Moving forward, the airline's leadership must continue to reinforce these efforts through consistent messaging, stakeholder engagement, and embedding new values into the organizational culture to ensure long-term success.

References

• Kotter, J. P. (1995). Leading Change. Harvard Business Review Press.
• Avolio, B. J., Patterson, C., & Baker, B. (2015). Alaska Airlines: Navigating change. Harvard Business Review, 93, 1-22.
• Recardo, R. J. (1995). Overcoming resistance to change. National Productivity Review, 14, 5-5.
• Appelbaum, S. H., Habashy, S., Malo, J.-L., & Shafiq, H. (2012). Back to the future: revisiting Kotter's 8-step change model. Journal of Management Development, 31(8), 764–782.
• Burke, W. W. (2017). Organization Change: Theory and Practice. SAGE Publications.
• Cameron, E., & Green, M. (2019). Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organizational Change. Kogan Page Publishers.
• Levinson, M. (2019). The role of communication in change management. Journal of Business Communication, 56(3), 321–339.
• Kotter, J. P. (2012). Accelerate: Building strategic agility for a faster-moving world. Harvard Business Review, 90(11), 44–52.
• Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change recipient receptivity: An assessment of diagnostic assumptions. Journal of Change Management, 1(4), 297–317.
• Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to the models, tools, and techniques. Kogan Page Publishers.