Posted: January 9th, 2023

OL 663 Final Project Guidelines and Rubric

John Kotter’s 8 Steps for Leading Change is a widely-recognized framework for implementing organizational change. The steps are as follows:

Establish a sense of urgency: This involves creating a clear understanding of the need for change and the potential consequences of not changing.

Form a coalition: Gather a diverse group of leaders who can help drive the change process.

Create a vision: Develop a clear and compelling vision of what the organization will look like after the change has been implemented.

Communicate the vision: Clearly and consistently communicate the vision to all stakeholders, including employees, customers, and shareholders.

Empower others to act on the vision: Give people the authority and resources they need to turn the vision into reality.

Create short-term wins: Identify quick wins that will help build momentum and support for the change process.

Consolidate gains and produce more change: Use the momentum from the short-term wins to drive further change and progress.

Anchor new approaches in the company’s culture: Integrate the new ways of doing things into the organization’s core values and culture to ensure they become permanent.

These steps are meant to be followed in sequence, and it is important to carefully plan and execute each step to increase the chances of successful organizational change.
—–
Ensure that use of John Kotters 8 steps for leading change is implemented and referenced.
OL 663 Final Project Guidelines and Rubric
Overview
To be an effective leader, one must be able to lead change efforts in a way that is collaborative and demonstrates the culture of the organization. At some point,
all leaders will be tasked with either leading an organizational change effort or being part of upper-level team planning and implementation of an organizational
change effort.
Your final project in this course is the development of a change plan based on a case study. Your plan will utilize Kotter’s change implementation plan
components for an organization. Kotter’s plan will take you through steps that demonstrate what should be looked at during each step of a change effort.
Changes take time to implement, and it is vital that all aspects of an organization are considered when making these changes.
This project addresses the following course outcomes:
 Determine the root causes and driving forces for effectively implementing an organizational change effort
 Diagnose gap differences between current situations and targeted goals of change efforts for determining the needs of a change effort
 Analyze the impact of a change effort for its implications on the roles of employees
 Predict areas and causes of resistance within an organization to develop a well-informed, effective change plan
 Determine the communication needs in a change effort involving employees for successfully implementing a change effort
 Enhance the influence of organizational culture on organizational change efforts
Prompt
In this project, you will develop a change plan based on a case study with stated objectives to accomplish an intended goal or goals. Once the objectives are
established, you will build backward from those goal(s) in order to develop a timeline for completion in a phase-by-phase sequence. This change plan will
analyze what is needed for the implementation of a change to be successful and things to look out for along the way.
Specifically, the following critical elements must be addressed:
I. Analysis and Diagnosis
A. What is the problem in need of addressing at this point in time? Describe which forces are driving the change effort.
B. How did this problem arise? Determine how this problem is currently impacting the organization.
C. Identify the specific organizational needs driving the change. Explain each.
D. Identify specific variables, conditions, issues, individuals, and other factors that will impact the change effort negatively. Describe how these
should be handled prior to planning the change effort.
E. What are the underlying causes of the problem? How should these be addressed?

F. Identify the gap between what the problem’s current situation is and what the hoped-for targeted outcome will be. Establish what needs to
occur to build a process to bridge this gap.
II. Developing a Change Plan Using Kotter’s Model for Implementing Organizational Change
A. Create Urgency
1. Describe a plan to create urgency within the organization and convince stakeholders that this change needs to take place.
2. What processes currently exist for implementing change? How will these processes need to be updated for the proposed change?
3. Describe the strategy you will use to get support from your employees. How will this strategy be effective?
B. Build a Guiding Coalition
1. Identify who should be involved in this guiding coalition. Provide rationale for each choice. Kotter likes 50% leaders and 50% managers
with experience, while others prefer the composition to be 33% leaders, 33% managers, and 33% informal leaders, but you can assemble
the guiding coalition as you see fit.
2. Determine steps you can take to ensure commitment from those involved. Describe those steps.
C. Form a Strategic Vision
1. Determine the values that are essential to this change. Why are these values essential?
2. Establish the vision for this organizational change effort. How will this vision be effective in promoting your change effort?
3. Identify your intended targeted outcomes. Defend your choices.
4. What must occur for the organizational change effort to be considered a success? Defend your response.
D. Communicate the Change
1. What is required for the change to be communicated effectively within the organization? Why?
2. Determine actions you will take to encourage two-way communication for effective feedback loops during implementation of the change
effort. Explain why these actions will be effective.
3. How will you support the direct supervisors in the organization in their efforts to communicate with employees about the change effort?
4. Describe how you will address any concerns or anxieties regarding this change.
5. Who needs to be involved and in what capacity for this change effort to be a success?
E. Enable Action by Removing Barriers
1. Identify the forces, barriers, and hindrances to the organizational change effort, and describe each.
2. How can resistance be recognized? How will you eliminate resistance or mitigate its impact on the implementation of the change plan?
3. Describe actions that will enable and empower employees to help drive the change effort.
F. Generate Short-Term Wins
1. Determine how you will generate short-term wins. How will you reward these wins?
2. What can be gained from short-term wins? Defend your response.
G. Sustain Acceleration
1. How will you ensure that the momentum driving the change effort continues?
H. Institute Change
1. What actions need to occur for this change to become part of the organizational culture? Defend each action.

2. What infrastructure mechanisms need to be in place to maintain and sustain the change into the future? Describe the importance of
each.
Milestones
Milestone One: Kotter’s Steps 1 and 2
In Module Three, you will review the case study “Alaska Airlines: Navigating Change” and then complete the following: (a) State what actually occurred in the
case regarding Kotter’s first two steps of establishing a sense of urgency and creating the guiding team in a change effort and (b) reflect on what you think
should have been done in the change effort regarding those two steps. State your reflection as recommendations to implement steps 1 and 2.
This milestone will help you build Section II parts A and B of your final project. This milestone is graded with the Milestone One Rubric.
Milestone Two: Kotter’s Steps 3 and 4
In Module Five, you will review the case study “Alaska Airlines: Navigating Change” and then complete the following: (a) State what actually occurred in the case
regarding Kotter’s steps 3 and 4 of developing a vision and strategy and communicating the change vision (two to three paragraphs), and (b) reflect on what you
think should have been done in the change effort regarding those two steps. State your reflection as recommendations to implement Kotter’s steps 3 and 4.
This milestone will help you build Section II parts C and D for your final project. This milestone is graded with the Milestone Two Rubric.
Milestone Three: Kotter’s Steps 5 and 6
In Module Seven, you will review the case study “Alaska Airlines: Navigating Change” and then complete the following: (a) State what actually occurred in the
case regarding Kotter’s steps 5 and 6 of empowering employees for broad-based action and generating short-term wins, and (b) reflect on what you think should
have been done in the change effort regarding those two steps. State your reflection as recommendations to implement steps 5 and 6.
This milestone will help you build Section II parts E and F for your final project. This milestone is graded with the Milestone Three Rubric.
Final Submission: Change Plan
In Module Nine, you will be submitting your final project, a change plan for the Alaska Airlines case study. Throughout the course, you have had multiple
opportunities to work on the elements of this proposal and fine-tune your thinking for the change plan.
Your finalized proposal should incorporate feedback you have received from your instructor as well as your peers. This submission is graded with the Final
Project Rubric.

Deliverables
Milestone Deliverable Module Due Grading
One Kotter’s Steps 1 and 2 Three Graded separately; Milestone One Rubric
Two Kotter’s Steps 3 and 4 Five Graded separately; Milestone Two Rubric
Three Kotter’s Steps 5 and 6 Seven Graded separately; Milestone Three Rubric
Final Submission: Change Plan Nine Graded separately; Final Project Rubric
Final Project Rubric
Guidelines for Submission: Your change plan must be 13–15 pages (not including title page or references), double spaced, with 12-point Times New Roman font,
and adhere to APA guidelines.
Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value
Analysis and
Diagnosis: Problem
[OL-663-01]
Meets “Proficient” criteria, and
description is exceptionally
clear and contextualized
Identifies the problem in need
of addressing and describes
which forces are driving the
change effort
Identifies the problem in need
of addressing, but does not
describe which forces are
driving the change effort
Does not identify the problem 3.5
Analysis and
Diagnosis: Impact
[OL-663-01]
Meets “Proficient” criteria, and
response demonstrates a
nuanced awareness of the
organization
Establishes how problem arose
and determines the current
impact of the problem
Establishes how problem
arose, but does not determine
the current impact of the
problem
Does not establish how the
problem arose
3.5
Analysis and
Diagnosis:
Organizational Needs
[OL-663-01]
Meets “Proficient” criteria, and
explanation employs specific
examples
Identifies specific
organizational needs driving
the change and explains each
Identifies specific
organizational needs driving
the change, but does not
explain each
Does not identify
organizational needs
3.5
Analysis and
Diagnosis: Variables
[OL-663-03]
Meets “Proficient” criteria, and
description is well supported
with specific examples
Identifies specific variables,
conditions, issues, and
individuals that may impact
the change effort negatively
and describes how these
should be handled prior to
planning the change effort
Identifies specific variables,
conditions, issues, and
individuals that may impact
the change effort negatively,
but does not describe how
these should be handled prior
to planning the change effort
Does not identify specific
variables, conditions, issues,
and individuals that may
impact the change effort
negatively
3.5

Analysis and
Diagnosis: Underlying
Causes
[OL-663-04]
Meets “Proficient” criteria, and
determination is well
supported and plausible
Identifies underlying causes of
the problem and determines
how these causes should be
addressed
Identifies underlying causes of
the problem, but does not
determine how these causes
should be addressed
Does not identify underlying
causes of the problem
3.5
Analysis and
Diagnosis: Gap
[OL-663-02]
Meets “Proficient” criteria, and
response employs specific
examples to support claims
Identifies the gap between the
current situation and the
targeted outcome and
establishes what needs to
occur to build a process to
address the gap
Identifies the gap between the
current situation and the
targeted outcome, but does
not establish what needs to
occur to build a process to
address the gap
Does not identify the gap
between the current situation
and the targeted outcome
3.5
Change Plan: Urgency
[OL-663-06]
Meets “Proficient” criteria, and
description is exceptionally
clear and contextualized
Describes a plan to create
urgency within the
organization and convince
stakeholders that the change
needs to take place
Describes a plan to create
urgency within the
organization and convince
stakeholders that the change
needs to take place, but plan is
misaligned with the problem
Does not describe a plan to
create urgency within the
organization
3.5
Change Plan:
Processes
[OL-663-02]
Meets “Proficient” criteria, and
description is well supported
with examples
Identifies current processes for
implementing change and
describes how processes will
need to be updated for
proposed change
Identifies current processes for
implementing change, but
does not describe how
processes will need to be
updated for proposed change
Does not identify current
processes for implementing
change
3.5
Change Plan: Support
[OL-663-04]
Meets “Proficient” criteria, and
description is exceptionally
clear and contextualized
Describes a strategy to gain
support from employees and
describes how the strategy will
be effective
Describes a strategy to gain
support from employees, but
does not describe how the
strategy will be effective
Does not describe a strategy to
gain support from employees
3.5
Change Plan: Guiding
Coalition
[OL-663-06]
Meets “Proficient” criteria, and
rationale demonstrates a
nuanced understanding of the
roles involved in a coalition
Identifies who should be
involved in the guiding
coalition and provides
rationale for each choice
Identifies who should be
involved in the guiding
coalition, but does not provide
rationale for each choice
Does not identify who should
be involved in the guiding
coalition
3.5
Change Plan:
Commitment
[OL-663-04]
Meets “Proficient” criteria, and
description is exceptionally
clear and contextualized
Determines steps for ensuring
commitment from those
involved and describes each
step
Determines steps for ensuring
commitment from those
involved, but does not describe
each step
Does not determine steps for
ensuring commitment
3.5
Change Plan: Values
[OL-663-06]
Meets “Proficient” criteria, and
defense is well qualified with
examples
Determines values that are
essential for the change and
defends why the values are
essential
Determines values that are
essential for the change, but
does not defend why the
values are essential
Does not determine values
that are essential for the
change
3.5

Change Plan: Vision
[OL-663-06]
Meets “Proficient” criteria, and
description uses concrete
examples to qualify claims
Establishes the vision for the
organizational change effort
and describes how vision will
be effective in promoting the
change effort
Establishes the vision for the
organizational change effort,
but does not describe how
vision will be effective in
promoting the change effort
Does not establish the vision
for the organizational change
effort
3.5
Change Plan: Targeted
Outcomes
[OL-663-02]
Meets “Proficient” criteria, and
defense employs industryspecific language to establish
expertise
Identifies intended targeted
outcomes and defends each
choice
Identifies intended targeted
outcomes, but does not defend
each choice
Does not identify intended
targeted outcomes
3.5
Change Plan: Success
[OL-663-02]
Meets “Proficient” criteria and
defense uses industry-specific
language to establish expertise
Determines what must occur
for the organizational change
effort to be considered a
success and defends response
Determines what must occur
for the organizational change
effort to be considered a
success, but does not defend
response
Does not determine what must
occur for the organizational
change effort to be considered
a success
3.5
Change Plan:
Communication
[OL-663-05]
Meets “Proficient” criteria, and
explanation utilizes industryspecific language to establish
expertise
Establishes what is required for
change to be communicated
effectively and explains
response
Establishes what is required for
change to be communicated
effectively, but does not
explain response
Does not establish what is
required for effective
communication

[OL-663-03]
Meets “Proficient” criteria, and
description is exceptionally
clear and contextualized
Describes how to ensure that
the momentum driving the
change effort continues
Describes how to ensure that
the momentum driving the
change effort continues, but
description contains issues
regarding accuracy or
relevancy
Does not describe how to
ensure that the momentum
driving the change effort
continues
3.5
Change Plan:
Organizational Culture
[OL-663-06]
Meets “Proficient” criteria, and
defense is masterfully
supported with specific
examples
Determines what actions need
to occur for the change to
become part of the
organizational culture, and
defends each action
Determines what actions need
to occur for the change to
become part of the
organizational culture, but
does not defend each action
Does not determine what
actions need to occur for the
change to become part of the
organizational culture
3.5
Change Plan:
Infrastructure
Mechanisms
[OL-663-03]
Meets “Proficient” criteria, and
description is exceptionally
clear and contextualized
Establishes infrastructure
mechanisms that need to be in
place to maintain and sustain
the change into the future and
describes the importance of
each
Establishes infrastructure
mechanisms that need to be in
place to maintain and sustain
the change into the future, but
does not describe the
importance of each
Does not establish
infrastructure mechanisms that
need to be in place to maintain
and sustain the change into the
future
3.5
Articulation of
Response
Submission is free of errors
related to citations, grammar,
spelling, syntax, and
organization and is presented
in a professional and easy-toread format
Submission has no major
errors related to citations,
grammar, spelling, syntax, or
organization
Submission has major errors
related to citations, grammar,
spelling, syntax, or
organization that negatively
impact readability and
articulation of main ideas
Submission has critical errors
related to citations, grammar,
spelling, syntax, or
organization that prevent
understanding of ideas
2
Total 100%
OL 663 Final Project Guidelines and Rubric

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