Case study “Alaska Airlines

 

Review the case study “Alaska Airlines: Navigating Change” and then complete the following: (a) State what actually occurred in the case regarding Kotter’s steps 3 and 4 of developing a vision and strategy and communicating the change vision (two to three paragraphs), and (b) address each of the critical elements for Section II parts C and D in your change effort analysis. Make sure to include your recommendations for implementing Kotter’s steps 3 and 4.

C. Form a Strategic Vision

Determine the values that are essential to this change. Why are these values essential?
Establish the vision for this organizational change effort. How will this vision be effective in promoting your change effort?
Identify your intended targeted outcomes. Defend your choices.
What must occur for the organizational change effort to be considered a success? Defend your response.

D. Communicate the Change

What is required for the change to be communicated effectively within the organization? Why?
Determine actions you will take to encourage two-way communication for effective feedback loops during implementation of the change effort. Explain why these actions will be effective.
How will you support the direct supervisors in the organization in their efforts to communicate with employees about the change effort?
Describe how you will address any concerns or anxieties regarding this change.
Who needs to be involved and in what capacity for this change effort to be a success?

Sample Solution

When working with offenders, many of whom may have already been labelled (Becker 1963) as career criminals or persistent offenders, the concept of secondary desistence is crucial. At times, offenders may find themselves relegated to being considered second class citizens or even an ‘underclass’ (Murray 1996). This way of thinking, if it becomes normalised, can lead to society deciding that the offenders have become ‘undeserving’ through their own choice. A further potential impact of this may be what Merton (1968) calls self-fulfilling prophecy. Where individuals do exactly what is expected from them in a negative way. This can especially be seen when dealing with young people and can result in a ‘master status’ (McAlister et al 2009). A quote from a young person illustrates the thought processes; “It just makes us do more…if they have a name, they may as well live up to it.” (ibid 2009:42). Labelling can lead to ‘forced choices, to unnecessary competition, and to unequal relationships in which one half of the pair is viewed as inferior and the other as superior’ (Kolb-Morris 1993).

The use of theory in the social work process is critical to effective practice; it gives a working knowledge of the underpinning theory and the theory to intervene. Indeed, the very definition of social work is “a practice-based profession and an academic discipline that promotes social change and development, social cohesion, and the empowerment and liberation of people. Principles of social justice, human rights, collective responsibility and respect for diversities are central to social work. Underpinned by theories of social work, social sciences, humanities and indigenous knowledge, social work engages people and structures to address life challenges and enhance wellbeing” (www.ifsw.org).

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