Case Study Analysis Criteria You will need to provide an analysis of Case 29 “We Must Learn to Innovate” from Cases and Exercises in Organization Development & Change, Editor Donald l. Anderson. You are asked to write a report in which you conduct and outline your analysis of this case study. This exercise is designed to allow you the opportunity to demonstrate that you can practically apply the theoretical material that we have examined in this course. Your Role in the Case In your case study, you should adopt the perspective that you are part of Lars Rogen’s consulting team from the Lars Group. You have been asked to assist him with the cultural transformation that will occur in the Consumer Packaged Goods Company. You are meeting with Lars the day after the executive team has learnt that a large section of the organisation will be sold to the Benson Company. Lars has asked you to develop a report on the plan of action that the consulting team should follow to guide the cultural transformation of the organisation. Lars has emphasized the importance of using academic resources (academic models and tools) to build your analysis. As such, there is an expectation that you will present academic theory and research findings to provide support for your analysis. The case study should not exceed 3,500 words (+/- 10%). Questions to Guide Your Case Study Report Please consider the following issues to guide your analysis. Lars has asked that you consider the following questions or issues in your report. 1) Diagnosis and Feedback: What type of organisational diagnosis activities should occur in order to identify the current cultural strengths/weaknesses? What diagnostic approach is recommended and why? What data collection strategies will be likely to be effective in this context and why? What feedback strategies will you use and why? 2) Building commitment and readiness: How can we build commitment to change and readiness to change while reducing resistance to change in this organisation? What strategies or approaches might we need to adopt to build commitment and readiness to change? What strategies or approaches will be needed to manage or reduce resistance to change? 3) Change leadership: What type of change leadership is going to be necessary to build positive change attitudes in this organisation? What type of leadership will allow you to minimize or manage negative attitudes to change? Why is the approach(s) that you identify more appropriate than other approaches? What contextual features will influence the style of change leadership that will be likely to be effective in this organizational setting? 4) Interventions: What type of interventions do you recommend to achieve cultural change in this setting and why? What type of intervention approach will be effective and why? 5) Evaluation: What evaluation strategy will be used to identify if change is “successful” and why is this approach likely to be successful in this context? What data will be collected as part of this evaluation approach? What are the potential risks or opportunities that arise from evaluating the change process in this organisation? 6) Systems Approach: Lars also emphasized that it is important to incorporate a discussion of how your thinking will be influenced by the organisations systems approach given that cultural transformation will influence all organisational systems. As such, you need to consider how an organisational systems approach to change will inform your analysis of and recommendations to this change. 7) Organisational Capabilities: What capabilities are likely to be of importance in this organisation and how will you assist the organisation retain those capabilities that are critical to effective functioning? How can the organisation continue to build these capabilities during change? The case study is worth 40% of the marks in the course. The specific criteria that you will be assessed on in the case study are presented below. Criteria for Assessment of Case Study Report Criteria Explanation Marks 1. Introduction  Outlines the purpose of the report and how this issue will be addressed in the report 5 2. Case Analysis a) Diagnosis and feedback: presents a clear analysis of the procedures to be adopted to diagnosis the issues in the organisation and the data to be collected. Explains theoretical model of diagnosis adopted and supports why this model will aid in collection of data. Identifies specific data collection strategies and discusses why these will be effective in context. What feedback strategies will you use and why? 5 b) Building commitment and readiness and reducing resistance: presents a clear analysis of how to build commitment to change and readiness to change which is supported by academic evidence. Also discusses how to reduce resistance to change in this organisation. Outline specific strategies or approaches to build commitment and readiness to change and to reduce resistance to change. 5 c) Change leadership: Identifies one or more styles of change leadership that will be necessary to guide change. Draws on academic literature to support this choice and explain why this is more appropriate than other approaches. Identifies contextual features that will influence the style of change leadership that will be likely to be effective in this organizational setting. 5 d) Interventions: Identifies specific interventions to achieve cultural change in this setting and draws on the academic literature to support these choices. Clearly details specific details of the interventions (e.g., scale, type, timing, etc) and considers the organisational context when selecting interventions. 5 e) Evaluation: specifies a clear evaluation strategy that will be used to identify if change is “successful”. Provides an explanation supported by the academic evidence why this approach is likely to be successful in this context. Specifies what data will be collected as part of this evaluation approach and identifies potential risks or opportunities that arise from evaluating the change process in this organisation. 5 f) Systems approach: incorporates a systems approach to organisations when identifying how the cultural change will occur. Draws on academic literature to support your recommendations related to incorporating a systems approach into the analysis. 5 g) Organisational capabilities: identifies capabilities that are likely to be of importance in the future this organisation and explains how you will assist the organisation retain those capabilities that are critical to effective functioning. 5 Conclusion  Presents a clear summary of the recommendations as to how to bring cultural change in the organisation and highlights key issues/concerns that need to be addressed when implementing this change. 5