I have TO developed The Symbolic and culture Frame

Abstract

Larry is a Director of Strategic Accounts and Business Development at Newton, a manufacturing company that has been distributing packaged goods in a mass market for more than a hund red years. Recently, Larry has been asked to work with the company's CEO and a lead consultant to re-organize the company's infrastructure towards progress and innovation. The company's members are faced with the challenge of sudden changes and openly express their concerns on the successful launch of the operation and its newly formed team (Newton Innovation Team).To understand the cultural implications of large-scale organizational change. To understand common employee reactions to large-scale organizational change. To understand intervention strategies used by change agents in the field. Case Study Larry's head was spinning as he left the initial meeting of the newly formed Newton Innovation Team. The goals of the team seemed clear and the intentions good, but Larry had no idea how the team could accom plish them. Walking back to his office, he saw Lars Rogen, the lead consultant from Lars Group, talking with Richard, his CEO. Richard motioned him over. "Tell me how the meeting went," Richard said anxiously to Lar- ry. When Richard hired Larry as Director of Strategic Accounts and Business Development just 1 year prior, he made it clear he demanded honesty, so Larry knew not to pull any punches. "You know what? I'm excited about the concept of the innovation team and I get what you want to do. I just have a hard time seeing us as ever being an innovative company. I mean, the meeting went great, but I just don't see how it's possible for us to pull this off." "I appreciate your candor. I know you will keep an open mind as we continue to work through this," Richard said, patting Larry on the shoulder. "That's the key," interjected Lars. "Give us some time to add more of the pieces and I believe we can clear it up for you, okay?" "Oh, sure," said Larry. "Don't get the wrong impression, Lars. Richard knows he can count on me. Thanks Larry. Let's plan to catch up next week, Lars added as he left the room. "You got it," Larry said. As he headed back to his office he was worried. Richard had that look" and everyone knew that meant trouble. Over the weekend, Larry had plenty of time to reflect on his comments. Although he knew he was accurate in describing his feelings, he wondered if Richard really understood his concern and confusion. "It's hard to know where you need to go without knowing where you've been," thought Larry. He needed to be more precise in We Must Learn to Innovate Culture Change (and Shock) in a Consumer

voicing his concerns next time. So, to prepare for his meeting with Richard, Larry sat down at his computer to type notes and recall Newton's history, culture, structure, and business model.