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Nishita Patel
GEB4525 Proposal for Addressing Organizational Challenges at Bright Signs
October 17, 2024
As an Organizational Development (OD) consultant, I aim to support Bright Signs in resolving the current challenges and revitalizing the company’s performance. Founded in 2010 by John Bright, Bright Signs has transformed from a small workshop into a recognized leader in the signage industry, with a workforce of 45 employees and an extensive product line. However, the company faces significant organizational challenges threatening its reputation and operational effectiveness. These issues include declining work quality, missed deadlines, and a drop in employee morale, resulting in increased customer complaints and reduced repeat business. Mr. Bright has observed firsthand the impacts of these challenges, noting conflicts between departments and a general sense of disengagement among staff. Such symptoms indicate deeper systemic problems that could undermine the company’s long-term sustainability. This proposal outlines the OD tools I will use to diagnose the issues at Bright Signs, the data collection methods, and the change processes that can guide the transformation. By systematically identifying and addressing the root causes of these challenges, we can restore the company’s previous successes and build a resilient and engaged workforce capable of adapting to future challenges. The goal is to restore the company’s previous success while creating a positive work environment and enhancing efficiency.
Goals and Objectives
This engagement aims to address the underlying causes of declining work quality, missed deadlines, low employee morale, and increased internal conflicts at Bright Signs. By identifying the root causes, we can create a targeted change plan that strengthens interdepartmental communication, increases employee engagement, and ensures that projects are completed on time and to a high standard.
Role and Expectations
My role will guide the company through a structured diagnostic and change process. The CEO, Mr. Bright, can expect me to:
· Objectively assess the company’s issues using proven diagnostic tools.
· Facilitate open communication between departments to uncover the underlying causes of conflicts.
· Offer a structured change process that focuses on sustainable improvements.
· Maintain confidentiality and professionalism throughout the engagement.
Ground Rules
The engagement will require active participation from leadership and employees at all levels. To ensure success:
· Clear, open communication must be encouraged across the organization.
· Employees should be assured that the process will improve the work environment and performance, not penalizing individuals.
· Confidentiality will be maintained when discussing sensitive issues during the diagnostic phase.
Diagnosis and Providing Feedback
To understand the root causes of the issues observed, I will utilize a combination of diagnostic tools to analyze the internal dynamics at Bright Signs. Here are the tools I propose:
Diagnostic Tools
1. Force Field Analysis: This tool helps identify driving and restraining forces affecting the organization. By understanding what factors are promoting positive change and what factors are resisting it, we can better target interventions.
2. Schein’s Cultural Iceberg: Culture plays a significant role in shaping employee behaviors. The cultural iceberg model will help uncover underlying values and assumptions contributing to employee disengagement, conflicts, and missed deadlines. This tool will assist in diagnosing whether there are deeper cultural issues that need addressing (Schein, 2017).
3. SWOT Analysis: This will provide a comprehensive picture of the company’s strengths, weaknesses, opportunities, and threats. This analysis will help identify internal weaknesses, such as communication gaps between departments, and external threats, like competition or declining customer satisfaction.
Data Collection Methods
1. Surveys: I will administer anonymous surveys to gather quantitative data on employee satisfaction, communication issues, and perceptions of leadership. The surveys will cover areas such as job satisfaction, interdepartmental collaboration, and the clarity of roles and responsibilities.
2. Interviews and Focus Group: I will conduct one-on-one interviews with department heads and focus groups with employees from various teams to gather qualitative data. This will help reveal specific communication breakdowns and team dynamics contributing to missed deadlines and conflicts.
3. Observation: Observing team meetings and project workflows will give me insight into how tasks are delegated, and communication occurs in real-time. This can explain why projects are delayed, or conflicts arise between department.
Feedback to CEO
Once the data collection and analysis are complete, I will provide feedback to Mr. Bright in a structured manner. This will include:
· A report detailing the findings from the diagnostic tools and data collection.
· A presentation summarizing key issues and patterns observed.
· Recommendations for the next steps in the change process, focusing on short-term fixes and long-term strategies for improvement.
Designing Interventions
The following process model and intervention strategies will help address the issues identified at Bright Signs:
Process Model
I propose using Lewin’s 3-Stage Model of change, which includes unfreezing, changing, and refreezing. This Model is ideal because it starts with unfreezing current behaviors and attitudes necessary for overcoming resistance to change. The changing phase will involve implementing the new behaviors and processes, and the refreezing stage will ensure these changes become embedded in the company culture.
1. Unfreezing: This step will focus on helping employees understand the need for change. I will work closely with leadership to communicate the importance of improving communication, resolving conflicts, and restoring work quality.
2. Changing: We will introduce new working methods during this phase. For example, departments will be encouraged to collaborate more effectively by establishing clear communication protocols between teams (e.g., regular check-ins between Design and Production). Training may also be provided to improve technical skills and ensure employees feel confident using new equipment.
3. Refreezing: Once the changes have been implemented, this phase will focus on making them stick. We will develop new performance metrics to track project timelines, quality, and customer satisfaction improvements. Regular follow-ups and feedback sessions will ensure that employees continue to work according to the new processes.
Intervention Focus
Based on the problems observed, I recommend focusing interventions at both the team and organizational levels. The following approaches will be critical:
· Team-Level Interventions: Conflict resolution workshops will help address the friction between Design, production, Sales, and Administration. These workshops will teach employees to collaborate better and respect each other’s roles. Team-building activities can also help rebuild trust and camaraderie.
· Organizational Level Interventions: Redesigning internal communication channels will be essential. Establishing clear lines of responsibility for project timelines and creating a more transparent decision-making process will ensure everyone is aligned and informed about critical decisions (such as adopting new technology).
Conclusion
In summary, the challenges at Bright Signs require a structured approach to diagnose the root causes and implement sustainable changes. By utilizing diagnostic tools such as force field analysis, Schein’s Cultural Iceberg model, and SWOT analysis, we can comprehensively understand the organization’s internal dynamics and identify the key areas that need attention. The insights gathered through surveys, interviews, and observational methods will guide us in tailoring effective interventions that address the symptoms and underlying issues affecting employee morale and productivity. This thorough analysis and feedback process will pave the way for informed decision-making as we embark on the change journey.
Furthermore, employing Lewin’s 3-Stage Model as our guiding framework will facilitate a smooth transition through the necessary changes at Bright Signs. By focusing on team- and organizational-level interventions, we aim to foster a culture of collaboration, enhance communication, and rebuild employee trust. Implementing conflict resolution workshops and redesigning internal communication channels are crucial steps that will lead to a more cohesive work environment. As we work together to create an engaging and efficient workplace, Bright Signs can look forward to regaining its reputation for quality and customer satisfaction and building a robust foundation for future growth. I am excited about the opportunity to partner with you and the team at Bright Signs as we take these essential steps toward revitalizing the organization and ensuring its long-term success.
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