Submission APA 3 Pages Review The Case Study Alaska Airlines

Submission Apa 3 Pagesreview The Case Study Alaska Airlines Naviga

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 and (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. Create Urgency Describe a plan to create urgency within the organization and convince stakeholders that this change needs to take place. What processes currently exist for implementing change? How will these processes need to be updated for the proposed change?

Describe the strategy you will use to get support from your employees. How will this strategy be effective? Build a Guiding Coalition Identify who should be involved in this guiding coalition. Provide rationale for each choice. Kotter likes 50% leaders and 50% managers with experience, while others prefer the composition to be 33% leaders, 33% managers, but you can assemble the guiding coalition as you see fit. Determine steps you can take to ensure commitment from those involved. Describe those steps.

Paper For Above instruction

The case study of Alaska Airlines navigating change offers crucial insights into effective change management strategies aligned with Kotter's first two steps: establishing a sense of urgency and creating a guiding coalition. Analyzing these elements within the case reveals how Alaska Airlines initiated its change efforts and outlines a strategic approach for similar organizational transformations.

Establishing a Sense of Urgency in Alaska Airlines

In the case of Alaska Airlines, management recognized the need for change due to mounting competitive pressures and internal inefficiencies. The company’s leadership effectively communicated the urgency of adapting to a rapidly evolving airline industry marked by technological advances and shifting customer expectations. This acknowledgment created a compelling narrative that emphasized the risks of complacency, thus motivating employees and stakeholders to embrace change. The airline highlighted industry trends such as emerging competitors and customer service expectations to foster a shared awareness of urgent action.

Existing processes for implementing change at Alaska Airlines involved routine strategic reviews and incremental improvements. However, these processes were insufficient to address the scale of change needed. Therefore, the organization initiated a more dynamic change process, emphasizing transparent communication, data-driven decision-making, and stakeholder engagement. Updating existing processes involved instituting formal communication campaigns, town hall meetings, and leadership advocacy to reinforce the sense of urgency continuously.

Creating a Strategy to Gain Support from Employees

To garner employee support, Alaska Airlines’ leadership employed a comprehensive communication strategy. They prioritized transparency, highlighting how change would benefit both the organization and employees personally. Regular updates, success stories, and open forums fostered a sense of inclusion and collective purpose. Additionally, leadership recognized that involving employees in decision-making and soliciting their input would enhance buy-in and reduce resistance.

This approach is effective because it builds trust and aligns individual motivations with organizational goals. Recognizing employee contributions and addressing concerns directly helped maintain morale and commitment during the transition. The strategy also utilized change champions—respected employees who promoted the vision throughout the organization, reinforcing the importance of adopting new practices.

Building a Guiding Coalition

Constructing an effective guiding coalition at Alaska Airlines involved selecting a diverse group of leaders and managers who possessed the necessary influence, expertise, and credibility. The coalition comprised senior executives, regional managers, and influential informal leaders within departments such as customer service, operations, and IT. The rationale was to ensure wide representation across critical organizational functions, facilitating cross-departmental cooperation and rapid dissemination of change initiatives.

In terms of composition, aligning with Kotter’s preference, the coalition included an equal blend of leaders (visionary executives), experienced managers (department heads), and informal leaders (respected employees). This mix provided both strategic direction and grassroots support. To ensure commitment, specific steps included establishing clear roles for coalition members, fostering shared ownership of the change initiative, and providing ongoing support and recognition. Regular coalition meetings and progress updates kept the group aligned, motivated, and accountable.

In conclusion, Alaska Airlines demonstrated key principles of effective change management by accurately identifying the urgency of the situation and assembling a capable guiding coalition. Future change efforts should continue to reinforce these foundations through transparent communication, inclusive participation, and strategic coalition development, thereby creating an environment conducive to sustained organizational transformation.

References

• Cameron, E., & Green, M. (2015). Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organizational Change. Kogan Page.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Kotter, J. P. (2012). Accelerate: Building Strategic Agility for a Faster-Maced World. Harvard Business Review Press.
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