British Airways Case Study

From each change perspective, what are the key issues to understanding the wildcat strike?

From the traditional Organization Development (OD) approach, British Airways (BA) appeared to have thoroughly planned the implementation of the swipe cards in an attempt to “improve the efficient use of staff and resources” (Palmer, Dunford, Akin, 2009, p. 239). The leaders appear to be committed to the plan by achieving a long-term mission. The plan is also action-oriented with an immediate plan to improve efficiency. BA, however, could have benefited from an effective OD practitioner. This type of OD consultant using intrapersonal and interpersonal skills would have taken the proper steps to mitigate potential problems through fact finding, data

These changes are needed for the future survivability of the company. Finally, the unfreezing assumption is relevant because it is evident that the company cannot continue its course without modernization.

From a change management perspective, BA could benefit from following one of the many models of change management. A sense of urgency was not established. Workers did not understand the importance of moving to the swipe cards. The vision was certainly not communicated properly through empowered staff who could realize the immediate benefits. The approach was only seen as one-sided, where management would benefit and not the employee. Due to the lack of initial buy-in, these changes could not be embedded into the culture.

The contingency approach appears to be the least applicable. This is not a company of continuous change, transition and adaptability. Changes that seem insignificant such as the swipe cards can create havoc in an organization that is not continuously transforming. Turnarounds, however, identify well with the BA leaders who appear to utilize their power to enforce

Change management encourages the aforementioned factors through Kotter’s Eight-Step Change Management Model (Palmer, et al., 2009). Developing a vision that provides focus for change and then establishing a team structure with empowered staff who can communicate the change is most effective. Each perspective involves some degree of planning and organizing prior to triggering change mechanisms. Participative management is a style that is tied to the coach, director, and navigator images. Creating this shared vision with employees and even accepting feedback prior, during and post change events appears to be highly effective. All of this leads to the importance of great