Change at DuPont

Posted: July 5th, 2021

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Change in the workplace is a regular and daily activity that requires adequate preparation and effective management for sustainable success and minimized resistance (Tang, 2019). DuPont is a manufacturing plant that has undergone various changes that have seen the closure of other plants. Below is an analysis of various change approaches incorporated in the plant, the compatibility levels, and an effective change management process.

Approaches of Change in DuPont

The case study of Change at DuPont shows the utilization of the three change approaches but at varying levels and degrees. Primarily, the Organizational Development approach seems to be prevalent in the plant, as Tom had envisioned the improvement of DuPont’s organizational standards and structure that would result in increased productivity. OD in an organization is a process that aids them to improve through changes enacted in its policies or leadership. Moreover, through the Leadership Core team, OD is adopted, where the team would experiment change as an experiment. This would enable Tom and other stakeholders to acquire adequate information and understanding of the most appropriate change management process (William J. Rothwell, 2016). Secondly, the case study shows the use of Appreciative Inquiry when the positive traits of the company are highlighted, and ‘illuminated’. These positive traits include high performance and effective supervision; they form the basis for change introduction, where improvements could be made. AI is an approach that bases its argument on strengths and positivity that are essential to organizational change (Hammond, 2013). Finally, Sense-Making is seen when Tom describes change as an experiment. While using sense-making theory, Tom tries to show that when people treat change as an experiment, their perception, meaning, and importance, change (Pattnaik, 2013). In addition, it increases and becomes a positive thing to seek.

Compatibility of the Approaches

These three change approaches act as compatible and complementary aspects. Each approach addresses a unique aspect when it comes to change management, making them a conclusive change management package that organizations and managers can adopt. For instance, the OD is compatible when solving change issues gradually and even do it themselves without the assistance of any external consultants. OD is used to present a situation where organizational change is planned, a possibility of incremental changes, and the use of systematic transitions. Hence, OD becomes quite compatible with DuPont (Pattnaik, 2013). Secondly, AI becomes compatible with the organization, as focusing on the positive aspects to introduce change is better than focusing on negative aspects. DuPont is seen to focus on positive change through positive traits rather than the negative aspects of the organizations. The positive change focuses on capitalizing on the strengths that can efficiently address the limitations and weaknesses in an organization (Hammond, 2013).

Finally, sense making is essential and compatible in this case, as it helps all stakeholders interpret and explain all their experiences. For instance, the plant manager stated that interpreting the results enables people to manipulate the results to be positive, and if not, they become lessons. He shows that pursuing positive change can be tranquil when we interpret results with a positive-minded outcome mind. He also adds that, since there is a possibility of ‘failure’ one does not lose hope but turns the failure into a lesson (Pattnaik, 2013). As a manager, I would embrace the three approaches stated above as they complement each other 

Change Management Process

As an OD practitioner, I would undertake three main steps, namely forming a research team, conduct as situational analysis, and involve all stakeholders their feedback, opinions, and ideas. The personalized team would include all appropriate skills and job titles that would conduct a situational analysis with adequate research on why the Orlon plant closed. This would enable adequate data and information that would be analyzed and interpreted to develop a conclusive and coherent report (William J. Rothwell, 2016). Finally, I would present the final report to all other stakeholders to instigate reactions, where substantial ideas and feedback can be generated, with the report and feedback garnered, the most appropriate change process can be identified.


Hammond, S. A. (2013). The Thin Book of Appreciative Inquiry (3rd Edition). Thin Book Publishing Co.

Pattnaik, P. M. (2013). Analyzing Organizational Change: A Sensemaking Perspective. 1-31.

Tang, K. N. (2019). Change Management. Leadership and Change Management , pp 47-55.

William J. Rothwell, J. S. (2016). Chapter1: Organization Development, Transformation, and Change. In Practicing Organization Development: Leading Transformation and Change, Edition: Fourth (pp. 11-25). New York: John Wiley and Sons.

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