Please review the attached case/scenario and do the following:

1) You are Bill. please write in detail the Bolman & Deal Four Frames analysis

2) The first 6 stages of Kotter's Change planning in details

Page Carol is a V'icepmsidmt for student affairs at a public university. She's very charismatic, has been a vice president at another college, and likes to give favors, even if it creates an inequitable environmenILCarol has decided to promote a \"program coordinator\" to a director level, with no change in duties or \"direct reports.\" This promotion and title change has increased both the program coordinator's salary by over $10,000 annually, and their_access to directoris meetings and status. There are four other program coordinators in the student affairs division, each with similar levels of duties, One of these program coordinators has more direct reports, higher levels ofrislc, and a more advanced degree than the promoted \"director\" Carol did not discuss this change with the other program coordinators and their respective supervisors, and has no intention of promoting the other program coordinators Now there is \"major grumbling,\" and allegations of preferential treatment are evident within the division, Bill is an associate vicepresident, supervises the one program coordinator with the advanced degree, and reports directly to Carol He has recently earned a doctorate in educational leadership, is very astute with organizational dynamics, and feels obligated to quietly and privately bring his concerns for this situation to Carol During his weekly \"one-anemic time,\" Bill asks Carol if he can discuss his concerns for the recent promotion of the program coordinator_ Carol agrees and Bill does his best to respectfully discuss the situation with Carol. Bill even starts out acknowledging the reasonableness of Carol's attempt to get someone promoted and a higher salary. Partway through his discussion of the perceived inequities and repercussions ofthe promotion, Carol interrupts Bill and angrily accuses him of believing Page he knows more than her, now that he has his doctoral degree3which she describes as a simple \"union card\" to be qualied for upper administration. Furthermore, she reminds him she has over 29 years of student affairs experience and doesn't need anyone telling her what to do. Bill tries one more tirrre= and asks Carol if she would like to hear his full recommendation on how to fix the situation. She proceeds to act totally offended, and responds, "I don't need your advice or help, and if I did, I'd ask." Over a month passes, and unexpectedly (without any acknowledgment or apology to Bill). Carol announces, during a directors\" meeting, that for consistency, she is being required to work out a plan to promote the other program managers to director. Unbelcnownst to Bill. several days after his attempt to give her feedback. HR had come to Carol and insisted she change the titles and pay of all the program coordinators Furthermore, Carol has become consistently agitated around, and dismissive of. Bill in all public meetings and gatherings. During their weekly oneon-one meetings, Carol is abrupt, cool. and her body posture reects a closed style in Bill's presence Then, unexpectedly, Carol calls Bill into her ofce and directs him to lead the process of dealing with all the inequities (she caused), and working out a change plan for reviewing salaries and position descriptions, in preparation for promoting the other four program coordinators to director status. Your charge is to perform an analysis of this situation using Bolman Sr Deal's four Irames. Once you have your analysis, create a draft/h)pothetical planned change document using the rst 6 stages ofKotter's 8 stages of change. Include estimated timelines from instigation to completion in weeks/months.