CHANGE AT

DUPONT
GROUP- 6
AKHIL GOYAL
AYUSHI JAIN
KHUSHBOO GUPTA- 2
PRABHJOT SINGH
ROHIT GARERA
SHREYA
DHAWAN
UTSAV SINGHAL
VARUL ARORA

TABLE OF CONTENTS

Case Summary
No. 1 Change Approaches Embedded
No. 2 Compatibility of Approaches & Utilize Insights
No. 3 Steps in Managing Change

CASE SUMMARY
Greeting employees by name, major employer.
Manufacturing operation had been shut down, equipment dismantled and sent overseas. these
changing operations are pretty usual.
Change management is not a rubric used to either accomplish or explain what was going on. No formal
change management design, yet the company keeps changing rapidly.
Changes is coming and continuously different.
Plant Manager comes to academicians (positioned as consultant) and seeks latest thinking in business
for his operation.
Consultant appreciate what is good and build strength more, work better. No specific issue, just to
continuously improve.
Studies on how organization practice takes place and its culture.
The study then used to even deeper understanding and better interpretation of meaning of effective
work, improve good practice and could render problem less troublesome even if unsolved. Use it for
framework on expectations, measurement, pre-interpret result, and learn from possible negative
mistakes.

No. 1 Change Approaches Embedded

A. Organizational Development
Steps:
Tom does identify problems of just need for continuous improvement (Unfreeze), Gib Akin become consultant in practice, He
gathers data, then diagnose possible improvement, give it as feedback to Tom, joint problem diagnosis, joint action
implementation planning, change actions and experiments, further data gathering by assessing impacts
Characters:
Tom (as top of organization) & Akin (OD practitioner) does plan for improvement with provision (Movement), which aims for
effectiveness in work (development value), in long-term context (incremental) and action-oriented, by changing behaviors of
people through experience and experiment (democratic/justice value) in groups (Refreezing).
B. Appreciative Inquiry
Dupont discover the best of what is already practiced, build what the future better work could be, design the implementation for
sustainability. They dream about what could be in the future, appreciate what is good and design more ideal strength, so that
work could be destined to be more effective and efficient at the same time
C. Sense-making
Identity constructed since the effort is to make powerful strength, make it social and acted, while sense is keep developed
through many experiments, through each must have different retrospect and plausibilities. But basically, all is being sensed of
understanding and shaped interpretation toward changes to have framework of more effective work, consider all changes as
experiments, and learn to realize that change does always happens.

No. 2 Compatibility of Approaches

& Utilize Insights

All three approaches are compatible with each other.

While OD focus on :
development (proved by the need for continuous improvement)
Appreciative Inquiry does the part of realizing strengths (proved by
assessing what is right and tries to be better)
Sense-making develop the understanding and interpretation of change
that requires framework and improvement through experiment and
learning, plus the change itself is eternal

No. 3 Steps in Managing Change

Planting deeper understanding to all employees that this Orlon
closure is something that is worth learning.
Identify possible change implementation issue for development,
appreciate all good things in Orlon, and making sense of change to
everyone in company.
Communicate the interpretation that Orlon closure is another
experiment that people could digest to and build more development
to own company strength and culture.