OL 663 Milestone Two Guidelines and Rubric 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) reflect on what you think should have been done in the change effort regarding those two steps. State your reflection as recommendations to implement Kotter’s steps 3 and 4. This milestone will help you build Section II parts C and D of your final project.

C. Form a Strategic Vision 1. Determine the values that are essential to this change. Why are these values essential? 2. Establish the vision for this organizational change effort. How will this vision be effective in promoting your change effort? 3. Identify your intended targeted outcomes. Defend your choices. 4. What must occur for the organizational change effort to be considered a success? Defend your response.

D. Communicate the Change

1. What is required for the change to be communicated effectively within the organization? Why? 2. 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. 3. How will you support the direct supervisors in the organization in their efforts to communicate with employees about the change effort? 4. Describe how you will address any concerns or anxieties regarding this change. 5. Who needs to be involved and in what capacity for this change effort to be a success?

Rubric Guidelines for Submission: Your paper must be submitted as a 3–6-page Microsoft Word document with double spacing, 12-point Times New Roman font, one-inch margins, and at least three sources cited in APA format.

Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value

Change Plan: Values Meets “Proficient” criteria, and defense is well qualified with examples

Determines values that are essential for the change and defends why the values are essential

Determines values that are essential for the change, but does not defend why the values are essential

Does not determine values that are essential for the change

12

Change Plan: Vision Meets “Proficient” criteria, and description uses concrete examples to qualify claims

Establishes the vision for the organizational change effort and describes how vision will be effective in promoting the change effort

Establishes the vision for the organizational change effort, but does not describe how vision will be effective in promoting the change effort

Does not establish the vision for the organizational change effort

11

Change Plan: Targeted Outcomes

Meets “Proficient” criteria, and defense employs industry-specific language to establish expertise

Identifies intended targeted outcomes and defends each choice

Identifies intended targeted outcomes, but does not defend each choice

Does not identify intended targeted outcomes

11

Change Plan: Success Meets “Proficient” criteria and defense uses industry-specific language to establish expertise

Determines what must occur for the organizational change effort to be considered a success and defends response

Determines what must occur for the organizational change effort to be considered a success, but does not defend response

Does not determine what must occur for the organizational change effort to be considered a success

11

Change Plan: Communication

Meets “Proficient” criteria, and explanation utilizes industry-specific language to establish expertise

Establishes what is required for change to be communicated effectively and explains response

Establishes what is required for change to be communicated effectively, but does not explain response

Does not establish what is required for effective communication

11

Change Plan: Two-Way Communication

Meets “Proficient” criteria, and explanation is well supported and plausible

Determines actions that will be taken in order to encourage two-way communication and explains why selected actions will be effective

Determines actions that will be taken in order to encourage two-way communication, but does not explain why selected actions will be effective

Does not determine actions that will need to be taken in order to encourage two-way communication

11

Change Plan: Direct Supervisors

Meets “Proficient” criteria, and response is well qualified with concrete examples

Establishes how direct supervisors within the organization will be supported in their efforts to communicate with employees regarding the change effort

Establishes how direct supervisors within the organization will be supported in their efforts to communicate with employees, but plan is misaligned with the change effort

Does not establish how direct supervisors within the organization will be supported in their efforts to communicate with employees

11

Change Plan: Concerns or Anxieties

Meets “Proficient” criteria, and description is exceptionally clear and contextualized

Describes how concerns or anxieties regarding the change will be addressed

Describes how concerns or anxieties regarding the change will be addressed, but description is cursory or inaccurate

Does not describe how concerns or anxieties regarding the change will be addressed

11

Change Plan: Involved

Meets “Proficient” criteria, and description is well supported and plausible

Determines who will need to be involved in a change effort and describes the capacity in which they will be involved

Determines who will need to be involved in a change effort, but does not describe the capacity in which they will be involved

Does not determine who will need to be involved in a change effort

11

Total 100%