Management case study
1. The trigger event that led Skinner to adopt Agile was the conference he attended. It could as be seen as his revelation “why waste a year to find out if the product is working”. This was a trigger at the conference that led him to implement the change. Skinner tried to use transformational change to make this happen.
2. The change implementation steps followed by skinner were not as effective as they could have been. I don’t think he followed the key aspect of not only what levers to pull but in what order. Skinner got ahead of himself and I feel he rushed the unfreezing process. Not enough group members were dissatisfied with the status quo. I also think they did not focus enough on moving. They talked about change but did not insure altered behavior actually took place.
3. The behavior changes needed were around the moving phase. The employees need to get into constant updating and debugging as mentioned by the trigger event with Skinner. The whole motivation for the change was about making this a ongoing process not a process that happened after the fact.
4. The widely varied responses are due to the lack of a refreezing stage. The people in place did not all change and even fewer that did actually make the changes a permanent new status quo. This is evident in the fact that some people responded “what’s new” or “this is a step in the wrong direction” when asked about the effort to change. I fell it was honest feedback and people did not all take it seriously and this led to the major gaps in the culture change.
5. Skinner should address the issue quickly and be honest. He should admit that the need for change is real and came from the right motivation but it was not executed the way it could or should have been. Skinner should make it clear that changes will be made and everyone will have the same norms moving forward. I also think Skinner must take a organizational development approach to make sure the planned changes focus on both behavioral and
2. The change implementation steps followed by skinner were not as effective as they could have been. I don’t think he followed the key aspect of not only what levers to pull but in what order. Skinner got ahead of himself and I feel he rushed the unfreezing process. Not enough group members were dissatisfied with the status quo. I also think they did not focus enough on moving. They talked about change but did not insure altered behavior actually took place.
3. The behavior changes needed were around the moving phase. The employees need to get into constant updating and debugging as mentioned by the trigger event with Skinner. The whole motivation for the change was about making this a ongoing process not a process that happened after the fact.
4. The widely varied responses are due to the lack of a refreezing stage. The people in place did not all change and even fewer that did actually make the changes a permanent new status quo. This is evident in the fact that some people responded “what’s new” or “this is a step in the wrong direction” when asked about the effort to change. I fell it was honest feedback and people did not all take it seriously and this led to the major gaps in the culture change.
5. Skinner should address the issue quickly and be honest. He should admit that the need for change is real and came from the right motivation but it was not executed the way it could or should have been. Skinner should make it clear that changes will be made and everyone will have the same norms moving forward. I also think Skinner must take a organizational development approach to make sure the planned changes focus on both behavioral and