MGT550 Milestone 2 Helping Employees Embrace Change Discussion Paper Milestone Two, craft the internal message that will be used to address the problem you

MGT550 Milestone 2 Helping Employees Embrace Change Discussion Paper Milestone Two, craft the internal message that will be used to address the problem you identified in the final project case study provided. MGT 550 Milestone Two Guidelines and Rubric
Overview: For Milestone Two, you will craft the internal message that you will use to address the problem you identified in the case study. To access the final
project case study, “Research in Motion: Sincerely, a RIM Employee (A),” refer to the HBR coursepack link in your syllabus. In doing so, you will specify the
mediums you will use to deliver the message, explain why these mediums are important, and outline the target audience. Furthermore, you will explain how you
factored in the personal needs and development of employees when creating messaging, including the considerations made to support employees through the
change process that will be implemented to address the problem. Refer to the article Helping Employees Embrace Change for assistance. Finally, identify
potential sources of conflict that may arise as a result of your internal communication. Consider the message you are communicating as well as the medium(s)
used.
Prompt: Write a paper in which you discuss aspects of your internal communication, as well as draft the actual internal message that you will use to address the
problem you identified in the case study with your target audience. Note: Be sure to include the actual internal message within the body of your paper, to
accompany part C. below.
Specifically, the following critical elements must be addressed:
II.
Internal Communication
A. Determine the medium(s) that you will use to deliver your message and explain how you made this decision.
B. Define the target audience of your internal communication. Include key factors and any cultural factors that you considered about this audience.
C. Craft the message that you will communicate internally and explain what change management principles you considered when developing this
message.
D. Explain how you considered the personal needs and development of employees when creating messaging.
E. Explain what considerations are being made in order to offer continuous support to employees through the change process.
F. Identify potential sources of conflict that may arise as a result of your internal communication. Consider the message you are communicating, as
well as the medium(s) used.
Use the following rubric to help you address the critical elements appropriately.
Rubric
Guidelines for Submission: Your internal communication should be 4 to 5 pages in length with double spacing, one-inch margins, 12-point Times New Roman
font, and adherence to the latest edition of APA formatting.
Critical Elements
Internal
Communication:
Medium(s)
Proficient (100%)
Determines the medium(s) that will be used
to deliver message and clearly explains how
this decision was made, supported by text
and other scholarly sources
Internal
Communication:
Audience
Defines the target audience of internal
communication, including key factors and
any cultural factors that were considered,
supported by text and other scholarly
sources
Crafts internal message and explains change
management principles that were considered
in its development, supported by text and
other scholarly sources
Internal
Communication:
Message
Internal
Communication:
Needs and
Development
Explains how the personal needs and
development of employees were considered
when creating messaging, supported by text
and other scholarly sources
Internal
Communication:
Support
Explains what considerations are being made
to offer continuous support to employees
through the change process, supported by
text and other scholarly sources
Internal
Communication:
Conflict
Identifies potential sources of conflict as a
result of the communication, supported by
text and other scholarly sources
Articulation of
Response
Submission has no major errors related to
citations, grammar, spelling, syntax, or
organization
Needs Improvement (75%)
Determines the medium(s) that will be used
to deliver message, but does not explain how
this decision was made, or explanation is
cursory, or illogical, or not supported by text
or other scholarly sources
Defines the target audience of internal
communication but definition is vague or key
factors and cultural factors are missing or not
supported by text or other scholarly sources
Not Evident (0%)
Does not determine the medium(s) that will
be used to deliver message
Value
15
Does not define the target audience of
internal communication
15
Crafts internal message and explains change
management principles that were considered
in its development but message lacks cogent
connections to change management
principles or is not supported by text or other
scholarly sources
Explains how the personal needs and
development of employees were considered
when creating messaging but explanation is
illogical or lacks cogent connections between
the needs and development of the
employees and the messaging, or is not
supported by text or other scholarly sources
Explains what considerations are being made
to offer continuous support to employees
through the change process but explanation
does not reference internal communications,
or considerations are illogical or not
supported by text or other scholarly sources
Identifies potential sources of conflict as a
result of the communication but response is
illogical or does not consider the messaging
and the mediums used, or is not supported
by text or other scholarly sources
Submission has major errors related to
citations, grammar, spelling, syntax, or
organization that negatively impact
readability and articulation of main ideas
Does not craft an internal message and
explain change management principles that
were considered in its development
15
Does not explain how the personal needs and
development of employees were considered
when creating messaging
15
Does not explain what considerations are
being made to offer continuous support to
employees through the change process
15
Does not identify potential sources of conflict
as a result of the communication
15
Submission has critical errors related to
citations, grammar, spelling, syntax, or
organization that prevent understanding of
ideas
Total
10
100%
https://www.mckinsey.com/business-functions/organization/our-insights/helping-employees-embracechange
Managing change is the responsibility of everyone in the corporation—from senior managers on down.
By Jennifer A. LaClair and Ravi P. Rao, November 2002
| Article
When it comes to making big changes in an organization—implementing a Six Sigma program,
optimizing business processes, adopting a new sales strategy—executives know that the wild card in the
pack is their employees’ capacity to adapt to a new order. Although the hoped-for benefits of a major
initiative can shrink dramatically if employees misunderstand or resist it, success or failure depends as
much on how the change is made as on the project itself. Fortunately, when companies attempt to
change, a little improvement goes a long way.
To determine the role of people and process issues, we studied change programs at 40 organizations,
including banks, hospitals, manufacturers, and utilities.1 1.The programs included mergers, major costreduction initiatives, and new pricing strategies. Each of these projects was initiated by senior
management, could potentially have had a large economic impact on the organization, and required
major company-wide changes in behavior, tasks, and processes.
Two dimensions interested us. First, we gauged the difference between the expected value of a project
(essentially calculated in the business case for it) and the value the company claimed to have achieved
when it was completed. Second, we rated each company’s strength in 12 widely recognized factors for
managing change effectively, including the roles of senior and middle managers in the initiative as well
as the company’s project-management skills, training, and incentives for promoting change (Exhibit 1).
These two dimensions made it possible for us to compare patterns in change-management strengths
and weaknesses with realized returns in all 40 initiatives.
Exhibit 1
Factors for successful change
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information about this content we will be happy to work with you. Please email us at:
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In all, 58 percent of the companies failed to meet their targets; 20 percent captured only a third or less
of the value expected. The remaining 42 percent of these companies gained the expected returns or
exceeded them—in some instances by as much as 200 to 300 percent.
Not surprisingly, perhaps, companies with the lowest returns also had poor change-management
capabilities, and companies that gained big returns had strong ones (Exhibit 2).2 2.The correlation
between a company’s average score (on a scale from 1 to 5, worst to best) across all factors, on the one
hand, and the percentage of expected value captured from an initiative, on the other, was extremely
https://www.mckinsey.com/business-functions/organization/our-insights/helping-employees-embracechange
high across all types of initiatives and industry sectors. This convergence clearly suggests that companies
with deficient change-management capabilities failed to capture the potential impact of the initiatives.
But we also found that strength on any one level of the organization—senior executives, middle
managers, or frontline troops—gave companies a better chance of success. No single level was more
critical in that respect than any other.
Exhibit 2
Effective change management pays
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information about this content we will be happy to work with you. Please email us at:
McKinsey_Website_Accessibility@mckinsey.com
Companies that had problems on one or two levels of the organization nonetheless captured all or much
of the expected returns of change initiatives (Exhibit 3). Seven companies were strong in two levels but
had poor abilities in the other—for instance, a midsize regional bank was weak in frontline skills; an
international computer hardware manufacturer, in middle-management authority. Yet these seven
companies captured, on average, 129 percent of the expected value. In fact, nearly 70 percent of it was
captured even by companies that had inadequate change-management capabilities on any two levels of
the organization.
Exhibit 3
Perfection isn’t necessary to capture value
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information about this content we will be happy to work with you. Please email us at:
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For the 11 most successful companies in our study, effective change management clicked at every level:
senior and middle managers and frontline employees were all involved, responsibilities were clear, and
the reasons for the change were understood throughout the organization. These 11 companies gained
an average of 143 percent of the returns they expected. By contrast, in companies that fell short of
expectations, we found a lack of commitment from or follow-through by senior executives, defective
project-management skills among middle managers, and a lack of training for and confusion among
frontline employees. Meanwhile, the 11 companies that had problems at all three levels captured, on
average, only 35 percent of the value they expected.
Consider the experiences of two hospitals in our study. Each aimed to reduce its costs by creating an
independent purchasing group. At one hospital, the CEO and the chief purchasing officer communicated
their bold expectations for the initiative, and stakeholders (that is, physicians) at every level were
involved throughout it. At the other hospital, the CEO didn’t mandate the change and was described as
“invisible” during implementation; other senior leaders were also largely silent; middle managers didn’t
https://www.mckinsey.com/business-functions/organization/our-insights/helping-employees-embracechange
know who made the calls; and frontline staff had no clear understanding of the new policies or of the
reasons for complying with them. The first hospital exceeded its expectations for the initiative (125
percent of the business case) in less than a year, while the second gained barely half of the expected
savings. Other factors contributed to the difference in realized expectations—everything from relations
with suppliers to industry conditions. Yet if any single level of the organization of the second hospital
had been better primed to implement the changes, it could have realized a better return on its change
initiative.
Developing new strategies or operational initiatives is the most important way companies renew
themselves, by helping to preserve their competitive advantage and stimulating platforms for long-term
success. Preparing the company for a change by making any level of the organization better able to deal
with it may be as important as the details of the project.
About the author(s)
Jennifer LaClair and Ravi Rao are consultants in McKinsey’s Cleveland office.
Article – McKinsey Quarterly
The psychology of change management
Article – McKinsey Quarterly
https://www.mckinsey.com/business-functions/organization/our-insights/helping-employees-embracechange
All I ever needed to know about change management I learned at engineering school
© 1996-2019 McKinsey & Company
MGT 550 Communications Template
Overall Issue to Be Addressed
Contributing Factors to Issue
Media criticism-the open letter
was featured in an online BGR
article
Leadership failure
Developing a crisis communication plan
Communication Required to
Address Issue
•
•
•
•
•
•
•
Public Newsletters
CEO Briefing
Use of spokesperson
Team Meetings
CEO Briefing
Email
Intranet articles
Audience for Communication
(Internal or External or Both)
Communication Objectives
•
•
•
•
•
•
•
•
Public
Directors
Employees
Customers
Government
Creditors
Suppliers
Unions
•
•
•
Directors
Senior level managers
•
•
•
•
•
•
•
Unresponsive culture
•
•
•
•
Team meeting
CEO Briefing
Teleconference between
Managers
Intranet articles
•
•
Directors
Senior level Manager’s
•
•
To protect the image of the
company
To promote social advocacy
To build the company’s
credibility and reconnect
with the customers
To create awareness and
give an understanding of
the company’s operations
Identify challenges facing
the organization
Review actions and
decisions made from
previous meetings
To seek clarity and confirm
the organization’s direction
To drive ownership,
accountability and devise
ways of executing
responsibilities
Devise ways of having a
proactive approach to
situations
Establish communication
patterns between
employers and employees
•
Lack of sound policies and
procedures
Inefficiency
Overall Issue to Be Addressed
Contributing Factors to Issue
Failed product attempts
•
•
•
•
•
•
•
•
•
Internal Newsletters
Notice boards
Lunchtime meetings
between employers and
employees
CEO Briefing
Emails
Intranet articles
•
•
•
•
•
•
•
Emails
Internal Newsletters
Notice boards
CEO briefing
Team meeting
Brainstorming
Intranet articles
•
•
•
Directors
Employees
Senior level Managers
•
•
•
•
Directors
Employees
Senior level Managers
•
•
•
To assist the management
to stay connected
To establish a policy
manual
To establish best practices,
such as having the
confidentiality of the
company’s internal
operations
Address workplace safety
To minimize the exposure
to lawsuits
To establish ways of
regaining the dominant
position in the industry
To find ways of reestablishing employee’s
morale
To identify mechanisms on
how to produce nonsubstitute products
How the organization can gain a competitive advantage
Communication Required to
Address Issue
• External and internal
Newsletters
• Notice boards to
employees
• CEO briefing
Audience for Communication
•
•
•
•
•
Directors
Employees
Senior level managers
Customers
Suppliers
Communication Objectives
•
•
To create a culture of
innovation
To identify way of
maximizing the workforce
of the existing team
•
•
•
Team meetings
Brainstorming
•
•
Competitive pressure
•
•
•
Team meetings
Internal notice board
Brainstorming
•
•
•
•
•
Directors
Managers
Employees
Customers
Suppliers
•
•
•
•
•
Increasing Government regulations
Customers preference are fast
changing
•
•
•
•
•
•
Public newsletters
Launch event
Podcast on intranet
Posters
External and internal
newsletters
Notice boards to
employees
•
•
•
•
•
•
•
Public
Directors
Employees
Government
Creditors
Suppliers
Unions
•
•
•
•
•
Public
Directors
Employees
Customers
•
•
•
•
•
Devise strategic skills that
will build the company
competence
Scan the environment for
insights and ideas
To invest in knowledge and
training management
To identify present and
potential competitors
To predict and forecast the
supply and demand of the
organization
To find ways of increasing
the market share
To establish the current
strengths and weaknesses
of the competitor
Identify upcoming threats
and opportunities
To identify the taxation
policy affecting businesses
Understand the interest
rates imposed on
borrowings
Identify government
subsidies
Familiarize with the legal
policies affecting
businesses
to identify consumer
attitudes towards a
product
To find out the percentage
•
Brainstorming
•
•
Creditors
suppliers
•
of consumers using a
unique product
Experiment with
promotional campaigns
Research in Motion: Sincerely, a RIM Employee (A)
Richard Ivey School of Business
The University of Western Unartu
Ivey
9B12C020
RESEARCH IN MOTION: SINCERELY, A RIM EMPLOYEE (A)’
Paul Angus wrote this under the supervision of Professor Jara Sapts rohaty to provide materia for clase discussion. The
authors do not intend to Wustrate other effective or ineffect handing of manager stuebon. The authors may have disgused
certar names and other identig information to protect cantidebarry
Richard Iwey School of Busmess Foundation prorubas any form of reproduction, storage or transmission without is writte
permission Reproducton of this matenal is not covered under authorization by any reproducbon nants organizaron. To order copres
or request permission to reproduce matenals, contact Ivey Publishing. Richard Mey School of Business Foundation, The Unmersity
of Western Ontano, London, Ontario, Canada, NGA 3K7. phone (519) 661-3208 tax (519) 661-3882: e-mawcases-gyvey.uw.ca.
Coomont 2012 Richard bey School of Busness Foundation
Version: 2012-05-03
On Thursday, June 30, 2011, at 10:45 a.m., Research in Motion (RIM) co-chief executive offices (CEOs),
Jim Balsillie and Mike Lazaridis unexpectedly found themselves facing serious public scrutiny not from
the competitors, market analysts or consumers —- but from one of their own senior executives.- In an
attempx to have their voice heard, an anonymous senior-level RIM employee addressed an open letter to
both Balsiitie and Lazaridis, however, the letter was sent to the online technology Reus provider Boy
Genius Report (BGR). Upon BGR verifying the identity of the source RIM employee, the full contents of
the letter were featured in an online BGR article, which quickly spread into mainsteam media. The details
of the open letter had provided various candid criticisms of RIM’s leadership, its product development and
its employee culture. In addition, the employer offered personal insights, o…
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