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Think of a major change that your organization or an organization for which you are familiar attempted to make. What was the change and was it successful? In making the decision for major change, was the organization guilty of psychological traps (chapter 10 from Hammond, Keeney, & Raiffa) or did it fail to keep the change alive (use the "things to avoid" from chapter 8 in Maurer?

Watch the clip on Ford Motor Company  – Interview with Alan Mulally, March 2009.  Mulally spent several years repositioning Ford, which took a great deal of change.    
Ford Motor Company

Think of a major change that your organization or an organization for which you are familiar attempted to make. What was the change and was it successful?   In making the decision for major change, was the organization guilty of psychological traps (chapter 10 from Hammond, Keeney, & Raiffa) or did it fail to keep the change alive (use the “things to avoid” from chapter 8 in Maurer?  Make sure to discuss particular psychological traps and things to avoid.
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Student’s Reply to: Topic #2 – Change

At my previous employer  I have seen the status quo trap(hammond.1999) happen.  I had a new boss who had no experience in the industry.  When he came in we were planning to get a 50% increase in our work load.  We had plans laid out to bump up our inventories and raw materials in anticipation of the bump up in workload.  He decided that we could handle the new accounts with out any extra inventory, status quo, and canceled our orders.  As soon as we got the work it was apparent it was way more than we could handle.  Our fillers were working 60+ hours a week and our drivers we pushing 60 too.  It got so of out of control that when all the deliveries were missed the day after the 4th of July the companies cancelled their contract and we lost the work.  By attempting to keep the status quo and not adding additional inventories we lost a million dollar contract.
This situation also falls under a failure to keep change alive( maurer.2010).  We wee able to get the roll out but when it came time for results they fell on deaf ears.  The customers were calling complaining about late deliveries and missed deliveries every week.  Our new manager would go up and meet with then and tell them everything was going to get better.  Then he would not do anything to correct the situation.  This event was a huge reason I began looking for other employment.
hammond. (1999)  Smart Choices:  A practical guide to making better life decisions.  Broadway books New York.

maurer. (2010)  Beyond the wall of resistance.  Bard Press.

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