, PLEASE USE THIS DOCUMENT AS A GUIDE TO ANSWER YOUR ASSIGNMENT
Please note that the author of this document will not responsibility for any plagiarizing you
commit.
Read the following case study carefully and answer the questions that follow.
Case Study
BlueSkies Airlines made a breakthrough in the airline industry, known for poor customer service and
disgruntled employees. The low-cost airline entered the market in 2012 and has managed to survive
competition from major airlines. As BlueSkies grew and changed, a culture shift occurred. Some
processes became outdated, prompting a critical need to proactively investigate the airline’s strengths,
weaknesses, and areas needing transformation to prepare for the future. This led to a partnership
between BlueSkies Airlines and OD Consulting Ltd. The CEO of BlueSkies sought an outside
perspective from the OD team to help identify what was working well and what could be changed. The
organisational culture at BlueSkies embraces change; thus, all employees within the company
supported the decision to continuously improve. Once the project sponsor was approved, the OD team
met with key stakeholders to develop a comprehensive contract outlining the scope of work and to
establish clear roles and expectations. After the sponsor and the OD team agreed, the planning of this
large-scale intervention began. One decision in the project's planning phase was to utilise a familiar
tool to gain feedback from BlueSkies crew members. The Organizational Culture Assessment
Instrument, interviews, and focus groups with all departments were used to gain insight into the
perceived strengths and weaknesses. Collecting and analysing the data was the first step in the change
process. In addition, the OD consultant facilitated intensive weekly meetings for the first month to
develop and execute an extensive action plan. Crew members were nominated to help implement
changes to improve performance based on the feedback from the data collection.
Question 1
1. Discuss the four basic activities involved in the General Model of Planned Change. In your
discussion, indicate whether this sequence of activities was followed by providing examples from
the case study to substantiate your answer.
The General Model of Planned Change involves four basic activities: entering and contracting,
diagnosing, planning and implementing change, and evaluating and institutionalizing change. Let's
break down each of these activities and analyze how they were applied in the BlueSkies Airlines
case study.
Entering and Contracting
This initial phase involves identifying the organization’s problems, establishing a contract with a
consultant, and determining the goals and scope of the project. In the case study, BlueSkies Airlines
initiated this process by recognizing the need to address its outdated processes and the cultural shift
that had occurred as the company grew. The CEO of BlueSkies sought help from OD Consulting
Ltd., an outside firm, to gain an external perspective on what was working well and what needed
change. This demonstrates that BlueSkies clearly defined its problem areas and goals before
engaging with the OD team. The next step in this phase involved the OD team meeting with key
stakeholders to develop a comprehensive contract that outlined the scope of work, roles, and
expectations. This detailed contract development aligns with the contracting step in the General
Model of Planned Change.
Please note that the author of this document will not responsibility for any plagiarizing you
commit.
Read the following case study carefully and answer the questions that follow.
Case Study
BlueSkies Airlines made a breakthrough in the airline industry, known for poor customer service and
disgruntled employees. The low-cost airline entered the market in 2012 and has managed to survive
competition from major airlines. As BlueSkies grew and changed, a culture shift occurred. Some
processes became outdated, prompting a critical need to proactively investigate the airline’s strengths,
weaknesses, and areas needing transformation to prepare for the future. This led to a partnership
between BlueSkies Airlines and OD Consulting Ltd. The CEO of BlueSkies sought an outside
perspective from the OD team to help identify what was working well and what could be changed. The
organisational culture at BlueSkies embraces change; thus, all employees within the company
supported the decision to continuously improve. Once the project sponsor was approved, the OD team
met with key stakeholders to develop a comprehensive contract outlining the scope of work and to
establish clear roles and expectations. After the sponsor and the OD team agreed, the planning of this
large-scale intervention began. One decision in the project's planning phase was to utilise a familiar
tool to gain feedback from BlueSkies crew members. The Organizational Culture Assessment
Instrument, interviews, and focus groups with all departments were used to gain insight into the
perceived strengths and weaknesses. Collecting and analysing the data was the first step in the change
process. In addition, the OD consultant facilitated intensive weekly meetings for the first month to
develop and execute an extensive action plan. Crew members were nominated to help implement
changes to improve performance based on the feedback from the data collection.
Question 1
1. Discuss the four basic activities involved in the General Model of Planned Change. In your
discussion, indicate whether this sequence of activities was followed by providing examples from
the case study to substantiate your answer.
The General Model of Planned Change involves four basic activities: entering and contracting,
diagnosing, planning and implementing change, and evaluating and institutionalizing change. Let's
break down each of these activities and analyze how they were applied in the BlueSkies Airlines
case study.
Entering and Contracting
This initial phase involves identifying the organization’s problems, establishing a contract with a
consultant, and determining the goals and scope of the project. In the case study, BlueSkies Airlines
initiated this process by recognizing the need to address its outdated processes and the cultural shift
that had occurred as the company grew. The CEO of BlueSkies sought help from OD Consulting
Ltd., an outside firm, to gain an external perspective on what was working well and what needed
change. This demonstrates that BlueSkies clearly defined its problem areas and goals before
engaging with the OD team. The next step in this phase involved the OD team meeting with key
stakeholders to develop a comprehensive contract that outlined the scope of work, roles, and
expectations. This detailed contract development aligns with the contracting step in the General
Model of Planned Change.
