Approaches to Change of Organizational Development (OD)
The case study “Change at DuPont” highlights the major aspects of Organizational Development (OD). The case study explains how companies “can merge the three OD approaches to organizational change” (Palmer, Dunford, & Akin, 2009, p. 203). The first focus at the firm is Organizational Development (OD). Tom Harris wanted to improve DuPont’s organizational practices and structures. The “main goal was to produce a better organizational structure that could support every employee” (Palmer et al., 2009, p. 203). Tom identified the best ideas in order to improve the productivity of its employees. He also embraced the best organizational skills in order to support the targeted change. However, he failed to identify the existing problems in the firm.
Appreciative Inquiry (AI) is a powerful aspect of OD. This aspect focuses on the best practices within an organization. The approach makes it easier for managers to develop the best strategies for their firms. For instance, DuPont used “the southern stock-car racing metaphor to embrace the concept of teamwork” (Palmer et al., 2009, p. 208). This approach promoted the idea of Appreciative Inquiry. This practice eventually supported the targeted organizational change.
Sense-making is another practice embraced by different managers. This approach encourages every manager to use various problem-solving methods. DuPont used various sense-making strategies in order to support the targeted organizational change. For instance, Tom and his team “introduced new metaphors for teamwork” (Palmer et al., 2009, p. 207). A new language also emerged in order to support the targeted change. The idea of sense-making encouraged DuPont’s employees to support the proposed change.
Best Recommendations for DuPont
This case study examines how DuPont used appropriate strategies to promote its performance. The above three approaches made it easier for the Tom to achieve most of his goals. However, the Change Process (CP) did not improve DuPont’s competitiveness. A contemporary “Change Management (CM) approach could have produced better results” (Oxman & Smith, 2003, p. 78). Such approaches can identify the existing gaps in the firm. The next approach is encouraging every employee to address such gaps. The organization should also promote the best practices. It should also make such practices part of its culture. This approach will “ensure DuPont succeeds in its competitive industry” (Oxman & Smith, 2003, p. 78).
The managers should have also used better OD strategies. For example, Tom should have empowered his employees using appropriate eldership strategies. The manager should have addressed every problem affecting the firm. The company should have used “an experiential-based learning in order to promote the most appropriate behaviors” (Oxman & Smith, 2003, p. 81).
Promoting Change at my Workplace
Most of my workmates have not been focusing on the best outcomes. The level of production has decreased thus affecting the profitability of our company. Many employees have been unhappy with one another. The company is no longer embracing the concept of teamwork. The company can use the best OD approaches in order to address its problems. The OD concept encourages managers to diagnose the issues affecting their companies (Oxman & Smith, 2003). The next stage is planning for the targeted improvement.
The approach can empower more employees to work as teams. The approach will also address their problems. The managers at the company should introduce the best resources to every worker. The managers should make this new change a critical part of the firm. A proper leadership model will “ensure every employee becomes part of the targeted change” (Oxman & Smith, 2003, p. 79). This new change will eventually promote the firm’s performance.
Reference List
Oxman, J., & Smith, B. (2003). The Limits of Structural Change. Sloan Management Review, 45(1), 77-82.
Palmer, I., Dunford, R., & Akin, G. (2009). Managing Organizational Change: A Multiple Perspectives Approach. New York, NY: McGraw-Hill.