Changes at Dupont

330 Words2 Pages
- Organizational Development (OD) is simply defined as a practice of changing organization and people involved for positive improvement and growth. In DuPont case, OD is used as the main approach. It is proved by Tom Harris wanted to bring some latest thinking in business for his operation such as way of introducing new ideas which could be applied to improve the plant. He doesn’t focus on the present problems. He wanted to do development in order to increase productivity for the company and its employees for long term. - Appreciative inquiry is an organizational development method that seeks to identify what is currently the best, developing and increasing the current condition, rather than eliminating what it does badly. In DuPont case, it is proved by NASCAR (stock-car racing metaphor). Even though it was predominately used to explain teamwork, but was also the pattern for accomplishing it as well. - Sense making is the process by which people give meaning to an experience. This is very important for people in organization to understanding change as the accomplishment of ongoing processes and how they are impacted in organizational changes in the company. The example in DuPont case is shown when Tom Harris and the other managers introduced a different metaphor for teamwork. They introduced another language in which to introduce change for improvement 2. In my opinion, OD approach is compatible with DuPont case. Because it results people and organization with more values. DuPont’s approach to change the organization worked as planned. NASCAR metaphor that created to make employees understand the importance of good effective teamwork, which resulted good practice. The ‘Leadership Core Team’ introduced change as an experiment which was tried and watched. If there was a failure, then the experiment would be stop. Framing changes as experimentation attempts to

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