Instructions for second writeup: No Good Deed Goes Unpunished case (Due in Week 5)
Read the case, “No Good Deed Goes Unpunished”. Notice that this case was written by as a learning opportunity for our students. Yes, this really did happen in a major metropolitan area in the U.S.
[ASSUMPTIONS]
1. Your team has been hired by the Arts Festival to help them, because they realize the problems with Mark and the drug store are extremely serious. The board of the Arts Festival is worried about their credibility and reputation in the community.
2. You were hired, because the Festival’s leadership cannot do this for themselves. What that means for you is that they do not need generic answers. They need specifics. For example, do not explain what “readiness to change” means. Instead, assess readiness to change and give your client your results. If they are not ready to change, where do they need to change? Specificity is your friend.
3. This is not a creative writing exercise even though you are working with creative people. This is a technical report that needs to be straightforward and concise.
4. This case will take you through analysis and recommendation, but will stop before the implementation plan.
Develop the case for change by fully completing the following tasks and by supporting your answers, citing appropriate sources. Be sure to cite your sources in the text and to include a list of references in APA format. Do NOT write this as a set of responses to each task. Instead, write your response as a report to a client and let your report demonstrate your professional proficiency in the resolution of complex problems through excellent communication. Your plan for the Festival needs to be fully fleshed out and, again, cannot rely on generic answers.
Formatting is very important in professional documents, so use strong formatting to help your reader stay with you through the process. Subheadings will help your reader understand your thought process. Look at all the formatting in your text book to get an idea about how important tables, subheadings, and other formatting conventions are to making documents readable.
Your job here is to diagnose the problems, analyze the internal and external environments of the organization, make and justify recommendations for improvement, deliver a set of action items that must be completed by the client to effect the change that you want to happen, and provide a cohesive report that will help the organization fully understand your intentions.
[TASKS]
- Use the Outline for a Case to help you structure the case in a logical manner.
- Identify the symptoms that triggered an awareness of need for change. This is a short explanation that does not require you to restate the case. Instead, list the set of symptoms that arise from the organization’s current manner of doing business.
- Choose one diagnostic model, and explain each and every component of that model to help fully analyze where the real problem exists.
a. Diagnostic models that you may use include Six-Box and 7-S. To use these models correctly, you must discuss each component of the model as it relates to the case.
b. Do not describe the model for the reader. Instead, explain why you chose the model that you chose as the diagnostic guide.
c. Then, explain your analysis of each model component.
d. Do NOT give recommendations in this section. This section is about analysis only. The analysis section describes current conditions.
4. Explain, in detail, the external factors that are impacting change as they relate to this case. Complete the external table that you found in Elements of a Case that specifically describes the factors of the external environment. If you have a gap in the information in the table, look it up, and provide current information to complete the table. Again, do NOT make recommendations in this section of the case/change plan.
5. Explain, in detail, why the external forces so important to this organization.
6. Explain, in detail, the internal factors that are impacting change as the relate to this case. Complete the internal tables that you found in Elements of a Case that specifically describe the factors of the internal environment. If you have a gap in the information in the table, look it up, and provide current information to complete the table.
7. Analyze/ Map the organization’s culture by explaining each component of the Cultural Web as it relates to the case. What are the notable aspects of the culture?
8. Diagnose structural dilemmas. Utilize tables similar to those in the readings. You MUST interpret the meaning of the results for the client, not in generic terms, but in terms that apply directly to your client.
9. Assess the organization’s readiness to change. Interpret the results for the client.
10. Identify and describe your recommendation for change and provide a short explanation about why you chose this level of change.
11. Using Kotter’s 8 Step plan as a model, create an implementation plan. Be specific by giving dates, timelines, accountable parties, champions, and anything else that will help your plan be completed as you intend for it to be completed. Spell your plan out with steps and graphics. Do NOT give a generic description of what you wish will happen. Instead, give the reader a well-developed set of action steps and dates to guide the organization through the change.
12. Design and include a plan for addressing resistance to change.
13. Explain the image of change management that you are using and why.
14. Format, format, format. Make your paper easy to read by including subheadings for each new piece. Without formatting, your case is just a jumble of words that lose meaning and context. Use color. Use graphics. Use figures. Use whatever it takes to keep your reader engaged and wanting to read more. Make the presentation polished and professional. It is a graded practice session for your final change plan project, so professionalism counts.
15. Write a short conclusion.
More Instructions for second writeup: No Good Deed Goes Unpunished
1. Using the “No Good Deed Goes Unpunished” case found in the back of your text, develop a change plan that addresses the problems facing the Arts Festival. Develop the case by making corrections to your first submission and by adding the implementation piece to the case. The case will be in report format that includes an introduction, body, and conclusion. Complete ALL of the tasks required for the initial version of the case/change plan by making corrections.
2. Design and include a plan for addressing resistance to change.
3. Explain the lessons that you want learned from your story of how this organization needs to change. Tell them why.
5. Explain the image of change management that you are using and why.
6. Using Kotter’s 8 Step plan as a model, p. 328, Table 10.6, create an implementation plan. Be specific by giving dates, timelines, accountable parties, champions, and anything else that will help your plan be completed as you intend for it to be completed. Spell your plan out with steps and graphics. Do NOT give a generic description of what you wish will happen. Instead, give the reader a well-developed set of action steps and dates to guide the organization through the change.
7. Format, format, format. Make your paper easy to read by including subheadings for each new piece. Without formatting, your case is just a jumble of words that lose meaning and context. Use color. Use graphics. Use figures. Use whatever it takes to keep your reader engaged and wanting to read more. If the reader looks at a page that is all words and more words on the next page, your reader will get lost and disengage from the presentation. Make the presentation polished and professional. This must not look like student work. Instead, this needs to be a practice session for your final change plan project, so professionalism counts.
