Change At Dupont

1064 Words5 Pages
Change at DuPont Stephanie Etheredge Ashford University August 28, 2011 Case Study 1. To what extent are the following approaches to change embedded in the DuPont story (justify your answer, providing specific examples): In the Organizational Development at DuPont it is best described by Richard Beckhert that states an organization; it is planned and needs a systematic diagnosis of the whole organizational structure. Bekhard states that each organization should make sure that the top of the command agrees with the change process. The organization needs to aim by improving its effectiveness and willingness to improve the organizations missions’ goal. The organization will need a three year turnaround in order for it is effective (193) The Appreciative Inquiry was done when Mr. Harris interviewed each person within the organization. Management did not want to change the organization they just wanted to improve their productivity. Mr. Harris walked around the plant and looked at what could be improved and what he thought was the proper action he could take with the organization. According to our text this involves three steps which are; • Discovering or appreciating the best of what is currently practiced. • Building on this knowledge to help envision (or dream) about what the future could be. • Designing or co-constructing (through collective dialogue) what should be. • Sustaining the organization’s destiny or future. P200 Sense Making is the change within the Organization was to keep the organization but use (AI) to make sure that the methods that they are using in the system was working. The Organization did not want to make any drastic changes they just wanted to improve on what they had. Organizations are complexes and each person had their own way of getting the work done within that field. This system was a practical system
Open Document