IDS 401 Milestone Four Gu

IDS 401 Milestone Four Guidelines and Rubric
Analyzing an Issue or Event in Globalization through the
Lenses
of the Natural and Applied Sciences and the Social Sciences
Overview
For the first part of your final project, the critical analysis
portfolio, you will select a specific issue or event in
globalization and critically analyze it through the
four general education lenses: history, humanities, social
sciences, and natural and applied sciences. By viewing the issue
or event through these lenses, you will
gain insight into how the interconnected nature of globalization
affects society as well as both your own individual framework

of perception and the choices,
attitudes, and behaviors of others in the world around you.
For this fourth milestone, due in Module Six, you will analyze
your issue or event in globalization through the lenses of the
natural and applied sciences and the
social sciences. Like Milestone Two, this task provides you
with an opportunity to dive deeper into your analysis of the
issuer or event through these two lenses.
Prompt
First, review your work in Modules Five and Six as well as the
Four Lenses document from Module One.
Next, analyze your popular-culture artifact through the natural
and applied sciences by exploring the following questions:
through the natural and applied sciences?
ur issue
or event?
Next, analyze your popular-culture artifact through the lens of
the social sciences, and address the following:
lens and impact social issues?
Social Science lens help articulate a
deeper understanding of the social issue(s) that inform your
issue or event?
This milestone provides you with a chance to practice analyzing
your issue or event through these lenses and receive feedback
on this practice attempt.
Note: You are completing two separate analyses: one from the
natural and applied sciences and one from the social sciences.
You must submit two papers in a

Be sure to use evidence from research to support your analysis.
Refer to course resources, the LibGuide for this course, as well
as any other pertinent resources
to support your responses. Relevant current news sources may
be used with instructor approval. Incorporate instructor
feedback into your final project.
The following critical elements must be addressed:
I. Lens Analysis: In this section of your assignment, you will
analyze your issue or event through two of the four general
education lenses.
A. Analyze your issue or event through the lens of the
natural and applied sciences for determining its impact on
various institutions. Utilize
evidence from research to support your analysis.
B. Analyze your issue or event through the lens of the
social sciences for determining its impact on various
institutions. Utilize evidence from
research to support your analysis.
Milestone Rubric
Guidelines for Submission: Final Project Milestone Two
should be submitted as two papers in a single Word document.
The entire submission should be 2–4
pages in length, double-spaced, using 12-point Times New
Roman font, one-inch margins. Support your responses with
at least two sources for each lens from
the assigned course resources, and/or other scholarly sources
located independently via the Shapiro Library. Cite your
supporting sources in APA style.
Please note that the grading rubric for this milestone submission
is not identical to that of the final project. The Final Project

Part One Rubric will include an
additional “Exemplary” category that provides guidance as to
how you can go above and beyond “Proficient” in your final
submission as well as additional
elements to address.
Critical Elements Proficient (100%) Needs Improvement (75%)
Not Evident (0%) Value
Lens Analysis:
Natural
and Applied Sciences
Analyzes artifact through the
lens of the natural and applied
sciences for determining its
impact on various institutions,
using evidence from theory and
research to support analysis
lens of the natural and applied
sciences, but analysis is cursory
or illogical, or supporting
evidence is inappropriate or
nonexistent
Does not analyze artifact
through the lens of the natural
and applied sciences, using
evidence from theory and
40
Lens Analysis: Social

Sciences
lens of the social sciences for
determining its impact on
various institutions, using
evidence from theory and
lens of the social sciences, but
analysis is cursory or illogical, or
supporting evidence is
inappropriate or nonexistent
Does not analyze artifact
through the lens of the social
sciences, using evidence from
theory and research to support
analysis
40
2
http://libguides.snhu.edu/ids401
https://my.snhu.edu/Offices/COCE/WritingCenter/Pages/Resear
ch-and-Citations.aspx
Critical Elements Proficient (100%) Needs Improvement (75%)
Not Evident (0%) Value

Articulation of
Response
Submission has no major errors
related to citations, grammar,
spelling, syntax, or organization
Submission has major errors
that negatively impact
readability and articulation of
main ideas
Submission has critical errors
that prevent understanding of
ideas
20
Total 100%

3
IDS 401 Milestone Four Guidelines and Rubric Analyzing an
Issue or Event in Globalization through the Lenses of the
Natural and Applied Sciences and the Social Sciences
Overview Prompt Milestone Rubric
RESPOND TO EACH QUESTION WITH AT LEAST 100
WORDS and 1 Reference
Question 1 (Christopher Crenshaw)
Environments which foster intrapreneurship
1. Role-modeling
2. Receptiveness
3. Consistency
To create an intrapreneurship friendly environment I believe
that these three factors must be involved: role-modeling,
receptiveness, and consistency. Management should be the
change they want to see. If they are not, everything they ever
preached becomes lies, even the good they have done. Not only
should managers be role-models, but other employees as well.
When individuals see employees they are fond of or everyone
else getting onboard and conforming to the new standards, they
will be likely to follow as well. Receptiveness is very important
for intrapreneurship because if your proposed change is not
accepted by the masses or understood properly, it will never
succeed. Lastly, consistency is the last key measure to success.
It is comparable to going to the gym. If you want to see change
you have to consistently work at it, through the highs and the
lows.
Reducing the 70% failure rate
Reducing the 70% failure rate can be achieved by using various
change management techniques. First, “Enabling leaders are
predominantly positioned in the middle of a company’s
hierarchy. They enable entrepreneurial leaders by supporting
them directly and removing obstacles that stand in the way of
success” (Somers, 2021, p.1). Other ways to reduce this rate are

building on capabilities. “Employees are what they think, feel,
and believe in” (Dewar & Keller, 2009, p.1). This method not
only tells your employees you believe in them to create change,
but they should also believe in themselves and strive for
greatness. All in all, there are plenty of ways to inhibit
intrapreneurship and lower the failure rates of change.
QUESTION 2 (Jacquelyne)
It is critical for intrapreneurs to have a growth mindset in which
the individual recognizes that even little changes can have
significant consequences in all aspects of our lives and
businesses. An encouraging environment in which personnel are
flexible to change but also aware of potential pitfalls is
necessary for successful intrapreneurial operations. While
having a growth mindset may be simple for an individual,
understanding the need of change for a company as a whole can
be challenging. Many companies intentionally attempt to avoid
change management, which might make it difficult for
intrapreneurs to thrive. According to Gleeson (2017), more than
70% of organizational transformation efforts fail, a figure that
is projected to rise over time. The following are three elements
that serve as the foundation for a positive intrapreneurial
environment:
Innovative Mindset – The intrapreneur should make it a habit to
say yes frequently and to try new things in their day-to-day
operations.
Healthy Competition - Healthy rivalry among those in charge of
carrying out tasks will motivate them to give it their all and
contribute to the company's success.
Teamwork - A culture of inclusion and teamwork should be
established by the intrapreneur. This networking group has the
potential to expand, allowing the various abilities on the teams
to be showcased.
In my opinion, I feel that nimble change management is a
successful means of lowering the projected 70% failure rate
because it allows change agents to set forth rules that allow for

creativity while still allowing them to oversee each component
of the change from afar. Setting up flexible change management
procedures allows change agents to build a system where rules
are followed legally and ethically, but where they can be bent as
long as nothing unlawful or immoral occurs. It also enables
change agents to anticipate consequences and put protections in
place to limit or reduce the impact.
QUESTION 3 (Jessica Am)
Assess Kotter’s proposed method as principles used to guide
actions. Is Kotter’s method flexible enough to develop effective
change management procedures across several cultures or is it
specific to the point that there seems to be only one way to
manage change? For example, is there only one way to create a
sense of urgency?
The 8-Steps Process for Leading Change was created in an
attempt to identify and extract success factors in change
management and its execution strategies. These leading change
strategies include creating a sense of urgency, building a
guiding coalition, forming a strategic vision and initiatives,
enlisting a volunteer army, enabling action by removing
barriers, generating short-term wins, sustaining acceleration,
and institution change (Kotter, n.d., para.1).
These principles are used as a framework or methodology for
leading change. They can be subjective and adapted to fit
different cultures, beliefs, and viewpoints to lead to change. It
seems only logical that there can be multiple ways and
techniques to achieve the desired outcome based on cultural
identity. While it will take a true understanding of the audience
and what motivates and drives them to accomplish each strategy
point with awareness and a delicate approach it can be
accomplished.
Estimate the level of effort it might take to transition from a
rules-based environment to a principle-informing-rules
environment. What are two major obstacles that might be
encountered?
Principles motivate us to do what we think is right or wrong

while rules require us to do what someone else thinks is right or
wrong. Over time moving to a principles-based environment the
principles become the new rules. To successfully move to a
principles-based approach leadership must be able to allow
rules to shift and change while allowing those shifts to take root
and grow. However, challenges that may occur are if the
organization is not open to creating fluidity and leaders not
being willing to re-imagine what their office culture is to look
like, as well as general receptiveness from members of the
organization (Anand, 2019, pg.43).
Offer a link to a video or an article that provides additional
information about principles informing rules, as well as
effective change management procedures.
Change Management: Kimberling, E. (2021, January 28). Top 5
Organizational Change Management Strategies | How to Manage
Transformational Change. [video].
YouTube.https://www.youtube.com/watch?v=XSecHkiwj8s (Lin
ks to an external site.)
QUESTION 4 (Heather)
Kotter’s change model is centered around the idea that 75% of
the employees must buy into the change, so its essential that
organizations focus hard on Step one of his proposed methods to
start change off the right way. Step one is to create a sense of
urgency through effective communication to rally others to see
why the change must happen based on the shared opportunity.
From there, steps two and three are forming a team or coalition
complete with a mission statement, vision and initiatives that
roll up to the change. This makes sense because if its not
entirely clear what specifically needs to happen, the tactical,
fundamental “things” that need to occur in order to drive the
change, then its not going to be tangible to the teams in the
organization. Step five is to remove barriers to change that
initiatives can be completed so that wins can be generated and
celebrated in step 6. This step is equally critical in the sense
that momentum and passion must be maintained to keep the

change motion happening and keep everyone in that mindset.
This leads into step seven which is to sustain that momentum or
acceleration so that change can be fully instituted in step eight.
In general, Kotter’s concepts have merit in that there must be
urgency, there must be a team of leaders or stakeholders and
executors to perform a role in the change plan and that morale
and momentum must be considered throughout the process. In
reading through steps however, it feels that a company needs to
be set up in just the right way for everyone to effectively follow
these steps. This is assuming that the culture of the company is
one that is supportive of its employees as they fit into the role
that drives change. This also assumes that the company leaders
provide a safe space for employees to adapt to change and share
ideas. If you consider Hofstede’s cultural value dimensions,
specifically individualism, uncertainty avoidance and power
distance, Kotter’s change model risks falling apart (Messner,
2021). If a company falls in a dimension that is more autocratic
in nature, then the employees may expect leaders to drive
change from the top down and they simply accept the change,
without providing any feedback or input upwards. If
individualism is a natural trait, then each person may be
thinking of how they drive change independe ntly, which could
break down a team environment. Uncertainty avoidance could
derail or significantly slow down change management efforts, as
the adjustment may take precedence over business needs. In
these scenarios, different priorities and techniques may be
required to move the company through change. Generating a
sense of urgency may take different forms, whether its through
incentives, leadership opportunities or rewards for initiating
change. A rules-based environment is one where work and
employee functions are all highly regulated and organized. A
principle-informing-rules environment is one that allows for
more innovation and ideation which is developed by
encouraging employees to dig deeper, drill down and work
through problems to address assumptions and solve business
challenges (Anand, 2019, pg. 64-65). To transition from rules-

based to principle-informing-rules environment would require
not only a cultural shift but a look at the functional shift in
terms of roles, people, and processes in the organization. Two
main obstacles would be limitations in skills and abilities of the
team members and the inability to implement change in a
methodical manner. Additionally, if an organization is looking
for creativity and ideation to propel their business, rules are apt
to put people and enterprising individuals in a box.
Here is an article that discusses how to set guiding principles in
a rules-based
environment: https://www.forbes.com/sites/rajshreeagarwal/201
9/04/23/why-leaders-should-push-principles-not-
rules/?sh=64a231e570b7

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