Evidence-Based Analytics and Change
Case Study: Closing a Plant
Aaron De Smet et al. (2012, pp. 4â€“5) describe the following example of a change manager faced with a particularly difficult challenge. What is your assessment of his approach? Could you use this open and â€œauthenticâ€ style in your own organization? Or would you consider this to be difficult and risky?
Pierre, as weâ€™ll call him, was managing a plant in France during the darkest days of the global financial crisis. His plant was soon to close as demand from several of its core customers went into a massive and seemingly irreversible tailspin. The company was in a tricky spot: it needed the know-how of its French workers to help transfer operations to a new production location in another country, and despite its customersâ€™ problems it still had â‚¬20 million worth of orders to fulfill before the plant closed. Meanwhile, tensions were running high in France: other companiesâ€™ plant closures had sparked protests that in some cases led to violent reactions from employees. Given the charged situation, most companies were not telling workers about plant closures until the last minute.
Pierre was understandably nervous as he went through leadership training, where he focused intently on topics such as finding the courage to use honesty when having difficult conversations, as well as the value of empathic engagement. After a lengthy debate among company executives, Pierre decided to approach the situation with those values in mind. He announced the plant closing nine months before it would take place and was open with employees about his own fears. Pierreâ€™s authenticity struck a chord by giving voice to everyoneâ€™s thoughts and feelings. Moreover, throughout the process of closing the plant, Pierre recounts, he spent giving voice to everyoneâ€™s thoughts and feelings. Moreover, throughout the process of closing the plant, Pierre recounts, he spent some 60 percent of his time on personal issues, most notably working with his subordinates to assist the displaced workers in finding new jobs and providing them with individual support and mentoring (something other companies werenâ€™t doing). He spent only about 40 percent on business issues related to the closure.
This honest engagement worked: over the next nine months, the plant stayed open and fulfilled its orders, even as its workers ensured that their replacements in the new plant had the information they needed to carry on. It was the only plant in the industry to avoid violence and lockouts.
Write a 525- to 700-word paper in which you:
- Describe the use of evidence-based (data-based) analytics in Mr. De Smetâ€™s approach to decision making regarding the future of the plant.
- Distinguish between managing change as versus leading sustainable change as illustrated in this case study.
- Format your paper consistent with APA guidelines.APA Requirements for assignments in this class:
Title page with name, course number, faculty name and dateÂ· Page numbers in the header on the right-hand side starting on the first page. Running head is not required.Â· Double spacing in 12-point fontÂ· An introduction that will say what the paper is about.Â· A conclusion that “wraps” up the points in your paper.Â· Paper should be written in first person (I, we) and should not use the 2nd person “you” Â· At least two references. The reference is not valid unless there is at least one citation to go with it.Â· Each paragraph is indented 5 spaces.Â· Direct quotations should be used sparingly when writing a paper. If a direct quotation is used, it should have “quotation marks” at the beginning and end and a citation with the author, year, and page/paragraph #. Every citation must have a reference listed to go with it.Â· Paraphrasing means taking someone else’s ideas and putting them in your own words. The originator of the ideas must be giving credit. To cite ideas that are paraphrased, use the author and the year of publication. Every citation must have a reference listed to go with it.