Leading Change with the 5-P Model : ''Complexing'' the Swan and Dolphin Hotels at Walt Disney World
Cornell Hospitality Quarterly http://cqx.sagepub.com/ Leading Change with the 5-P Model : ' 'Complexing ' ' the Swan and Dolphin Hotels at Walt Disney World
Robert Ford, William Heisler and William Mccreary Cornell Hospitality Quarterly 2008 49: 191 DOI: 10.1177/0010880407306361 The online version of this article can be found at: http://cqx.sagepub.com/content/49/2/191
Published by: http://www.sagepublications.com On behalf of:
The Center for Hospitality Research of Cornell University
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© 2008 CORNELL UNIVERSITY DOI: 10.1177/0010880407306361 Volume 49, Issue 2 191-205
Leading Change with the 5-P Model
“Complexing” the Swan and Dolphin Hotels at Walt Disney World by ROBERT FORD, WILLIAM HEISLER, and WILLIAM MCCREARY
An effective change process must account for all aspects related to that change. This article presents a “5-P” framework for implementing change and illustrates the application of the framework with a case situation in which the operations at the Swan and Dolphin Hotels at Walt Disney World were consolidated. The five “P”s are as follows: purpose, priorities, people, process, and proof. Briefly put, change should have a stated purpose; specific targets of change should be identified and prioritized; people potentially affected by the change should be identified and brought into the change process; the process should use appropriate levels of direction, participation, and consultation; and the proof should demonstrate visibly and believably what the change accomplished. While the Swan-Dolphin
Robert Ford, William Heisler and William Mccreary Cornell Hospitality Quarterly 2008 49: 191 DOI: 10.1177/0010880407306361 The online version of this article can be found at: http://cqx.sagepub.com/content/49/2/191
Published by: http://www.sagepublications.com On behalf of:
The Center for Hospitality Research of Cornell University
Additional services and information for Cornell Hospitality Quarterly can be found at: Email Alerts: http://cqx.sagepub.com/cgi/alerts Subscriptions: http://cqx.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Citations: http://cqx.sagepub.com/content/49/2/191.refs.html
Downloaded from cqx.sagepub.com at University of South Australia on June 7, 2011
© 2008 CORNELL UNIVERSITY DOI: 10.1177/0010880407306361 Volume 49, Issue 2 191-205
Leading Change with the 5-P Model
“Complexing” the Swan and Dolphin Hotels at Walt Disney World by ROBERT FORD, WILLIAM HEISLER, and WILLIAM MCCREARY
An effective change process must account for all aspects related to that change. This article presents a “5-P” framework for implementing change and illustrates the application of the framework with a case situation in which the operations at the Swan and Dolphin Hotels at Walt Disney World were consolidated. The five “P”s are as follows: purpose, priorities, people, process, and proof. Briefly put, change should have a stated purpose; specific targets of change should be identified and prioritized; people potentially affected by the change should be identified and brought into the change process; the process should use appropriate levels of direction, participation, and consultation; and the proof should demonstrate visibly and believably what the change accomplished. While the Swan-Dolphin
Citations: http://cqx.sagepub.com/content/49/2/191.refs.html Downloaded from cqx.sagepub.com at University of South Australia on June 7, 2011 MAY 2008 Downloaded from cqx.sagepub.com at University of South Australia on June 7, 2011 Downloaded from cqx.sagepub.com at University of South Australia on June 7, 2011 MAY 2008 MAY 2008 Downloaded from cqx.sagepub.com at University of South Australia on June 7, 2011 Downloaded from cqx.sagepub.com at University of South Australia on June 7, 2011 MAY 2008 MAY 2008 Downloaded from cqx.sagepub.com at University of South Australia on June 7, 2011