Wk_5._paper.docx Evidence-Based Analytics and Change Paper MGT/362 Evidence-Based Analytics and Change Paper Describe Mr. De Smet™s approach to decision making regarding the future of the plant. This week™s scenar
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Wk_5._paper.docx Evidence-Based Analytics and Change Paper MGT/362 Evidence-Based Analytics and Change Paper Describe Mr. De Smet™s approach to decision making regarding the future of the plant. This week™s scenario is one that has been seen over the world many times over. A closure of a plant that employees many workers is a very tough thing to manage. Now based on the reading itself Mr. De Smet™s approach to decision making regarding the future of the plant was evidence based. This was supplied by demand forecasting and analyzing the profits. The way he implemented this was by being open and letting his workers know that he actually cared and would help and provide resources to help find work for those who had to be let go. Distinguish between managing change as discussed in Wk 2 versus leading sustainable change as illustrated in this case study. The difference between managing change versus leading sustainable change to me is the placement of one™s focus. When managing change, it is about creating short term gains and also navigating of challenges. Navigating these challenges will mitigate risk and losses will be minimized. The Sustainability of it all, will require to change attention on innovation and out of the box thinking. This scenario Mr. De Smet focused on employee concerns which minimized risks and damages and helped create a long-term vision. References Palmer, I., Dunford, R., & Buchanan, D. A. (2017). Managing organizational change: A multiple perspectives approach. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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