Kotter's Step 3 and 4 and Alaska Airlines
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Using the Case "Alaska Airlines: Navigating Change" by Bruce J. Avolio, Chelley Patterson and Bradford Baker, address 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.
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?
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Solution Summary
Kotter's Step 3 and 4 in the context of Alaska Airlines Case Study are discussed in a structured manner in this response. The related references are also provided.
Solution Preview
(a) Regarding Kotter's step 3 of developing a vision, at Alaska Airlines what happened was that a data-driven (vision) was created and standard processes were identified and a detailed timeline was created between the aircraft arrival time and departure. The standards set became the vision for Alaska staff at Seattle (1).
Regarding Kotter's step 4 of communicating the vision, scorecards were used not only to measure how Alaska was following the standard processes but communicated the actual performance for each step in the aircraft turnover (2). The communication of the "vision" also exposed wasted steps and these were removed from the process.
Reflection:
Actually, step 3 of forming the strategic vision should have been a broader vision of how improving the punctuality and reducing the mishandling of luggage can improve the overall performance of Alaska, make Alaska viable airlines, and enable it to grow/ expand. Also, step 4 of communicating the strategic vision should have been done through the team created so that all the employees of Alaska understood the vision, felt motivated, and increased the overall performance of Alaska Airlines. The key point is step 4 should have been used to motivate and energize the entire airline so that every employee of Alsask was driven to improve Alaska's performance by increasing punctuality and reduction of mishandled baggage. At the same time communicating the vision relating to the company to the entire organization would have motivated the employees to improve performance, provide better services, and improve customer service.
C Forming a strategic Vision
Values:
1. The values that are essential for this ...
Education
- BSc , University of Calcutta
- MBA, Eastern Institute for Integrated Learning in Management
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