The document discusses Dupont's approach to change management within a manufacturing operation that faced shutdown and equipment relocation. It highlights the lack of formal change management design, emphasizing continuous improvement through organizational development, appreciative inquiry, and sense-making strategies. Key steps include fostering understanding among employees about the changes and communicating the closure as a learning opportunity to strengthen the company's culture.

1. Change Management
DuPont
TUTORIAL - A
DG 2

2. DuPont’s Change Case Summary

Greeting employees by name, major employer.

Manufacturing operation had been shut down, equipment dismantled and sent
overseas. these changing operations are pretty usual.

Change management is not a rubric used to either accomplish or explain what was
going on. No formal change management design, yet the company keeps changing
rapidly.

Changes is coming and continuously different.

Plant Manager comes to academicians (positioned as consultant) and seeks latest
thinking in business for his operation.

Consultant appreciate what is good and build strength more, work better. No specific
issue, just to continuously improve.

Studies on how organization practice takes place and its culture.

The study then used to even deeper understanding and better interpretation of
meaning of effective work, improve good practice and could render problem less
troublesome
even
if
unsolved.
Use
it
for
framework
on
expectations, measurement, pre-interpret result, and learn from possible negative
mistakes.

3. No. 1 “Change Approaches Embedded”

A. Organizational Development
Steps:
Tom does identify problems of just need for continuous improvement (Unfreeze), Gib Akin
become consultant in practice, He gathers data, then diagnose possible improvement, give
it as feedback to Tom, joint problem diagnosis, joint action implementation planning, change
actions and experiments, further data gathering by assessing impacts
Characters:
Tom (as top of organization) & Akin (OD practitioner) does plan for improvement with
provision (Movement), which aims for effectiveness in work (development value), in longterm context (incremental) and action-oriented, by changing behaviors of people through
experience and experiment (democratic/justice value) in groups (Refreezing).

B. Appreciative Inquiry
Dupont discover the best of what is already practiced, build what the future better work
could be, design the implementation for sustainability. They dream about what could be in
the future, appreciate what is good and design more ideal strength, so that work could be
destined to be more effective and efficient at the same time

C. Sense-making
Identity constructed since the effort is to make powerful strength, make it social and
acted, while sense is keep developed through many experiments, through each must have
different retrospect and plausibilities. But basically, all is being sensed of understanding and
shaped interpretation toward changes to have framework of more effective work, consider

4. No. 2 “Compatibility of Approaches & Utilize Insights”
All three approaches are compatible with each other.
While OD focus on :
 development (proved by the need for continuous
improvement)
 Appreciative Inquiry does the part of realizing strengths
(proved by assessing what is right and tries to be better)
 Sense-making develop the understanding and interpretation
of change that requires framework and improvement
through experiment and learning, plus the change itself is
eternal.

5. No. 3 “Steps in Managing Change”
 Planting deeper understanding to all employees that this
Orlon closure is something that is worth learning.
 Identify possible change implementation issue for
development, appreciate all good things in Orlon, and
making sense of change to everyone in company.
 Communicate the interpretation that Orlon closure is
another experiment that people could digest to and build
more development to own company strength and culture.