Approaches Pressnat and Contingency 342 Chapter 10hne As you read this case, con

Question

Approaches Pressnat and Contingency 342 Chapter 10hne As you read this case, consider the following questions: reference to John Kotter's eight-stage EXERCISE 10.2 make in this instance, and what aspects of the change handle well? pe Cand 2. How can the union's response to the introduction of swipe cards for check-in staff b Debacle The Brishsk in ths instncead what aspects of the change management process did th explained from a processual perspective? If those who were managing this change had adopted a processual perspective, what particular issues would have appeared to Airways 3. Choose one of the contingency frameworks that was introduced in this chapter and carry out a similar assessment. Which aspects of the organizational context of this change were addressed in an appropriate and effective manner? Which context fac- 0 103-105 be more important, and how would they have addressed those issues? tors were overlooked? 4·In your iudgement, is there any one change management approach, or combination of approaches, that provides the best understanding of the swipe card debacle? Why? 5. You are a change management consultant hired to advise BA top management on how to avoid a situation like this happening in the future. What advice will you offer and on which change implementation perspectives will your advice be based? The Strike On Friday, July 18, 2003, British Airways (BA) staff in Terminals 1 and 4 at London's busy Heathrow Airport held a 24-hour wildcat strike. The strike was not officially sanctioned by the trade unions but was a spontaneous action by over 250 check-in staff who walked out at 4 pm. The strike occurred at the start of a peak holiday season weekend, which ed to chaotic scenes at Heathrow. Around 60 departing flights were grounded, and over 10,000 passengers were left strand ed. The situation was heralded as the worst indus- trial situation BA had faced since 1997 when a strike was called by its cabin crew. BA's response was to cancel its services from both terminals, apologize for the disruption, and ask those who were due to fly not to go to the airport as they would be unable to service them. BA also set up a tent outside Heathrow to provide refreshments, and police were called in to manage the crowd. BA was criticized by many American visitors, who were trying to fly back to the United States, for not providing them with sufficient information about what was going on, Staff returned to work on Saturday evening, but the effects of the strike flowed on through the weekend. On Monday, July 21, BA reported that was still xtremely busy. Their news release said: "There is still a large backlog of more than 1,000 passengers from services cancelled over the weekend. We are doir everything we can to get these passengers away in the next couple As a result of the strike, BA lost around £40 million and its reputation was severely of days. dented. The strike also came at a time when BA was still recovering from other environ- mental jolts such as 9/11, the Iraq war, the SARS outbreak, and attacks on its markets from budget airlines. Afterwards, BA revealed that it lost over 100,000 customers as a result of the dispute

Explanation / Answer

Answer –

Following are the John Kotter’s eight 8 models of change as below

In the given scenario of British Airways - The strike by the staff : John Kotter’s 8 model change methodology was not followed. We could not seen the usage of all the above mentioned stages in this change management. The scenario was an urgent change as it was not expected by the BA management.

BA could be able to meet partially for stage 3, 5 and 6’s requirements. However they do not fully meet these stage’s requirements.

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