DB FPX 8610 Assessment 3 Aligning Frameworks 

Kensington Auto Parts: Business Story 

When change management is poorly handled or disregarded, it leads to design and association risks, escalating costs, and potential pitfalls (Creasey, 2022).  The Kensington Auto Parts company is a good example of this.  The quality of work goes down, the valued gift is lost, and productivity is low (Media.capella.edu, n.d.).  The pitfalls, on the other hand, lower morale and have an effect on guests and suppliers. 

There is also a history of unsuccessful change that continues.  The design team and the whole company feel these costs and risks (Media.capella.edu, n.d.).  A lot of these costs and risks last a lot longer than the life of a single design.  However, the effects can be very bad when valuable workers leave.  So, why is Kensington Auto Parts not paying attention to all the signs that something is wrong? 

The Problem 

Emotional Intelligence and Leadership are directly related to a problem that Kensington Auto Parts is having.  Kensington’s Auto Parts has a problem with their change operation, which is not good. However, if done right, change operation can be a way to avoid costs and reduce threats (Creasey, 2022).  For Kensington Auto Parts, proof that not delivering results and problems are as follows: 

• request shares to drop by 3 
• The costs are high 
• Loss of global investment 

 When a business uses change management well, it can help workers deal with the problems that come with change (Creasey, 2022).  It’s clear that Kensington Auto Parts’s change operation strategy will need to include its business roadmap and guiding principles (Creasey, 2022).  Also, all of their business leaders need to think about and support the goals of the change operation strategy (Shin, 2013). 

If Kensington Auto Parts and their leaders aren’t ready to follow and make a difference in their change operation strategy, the results could be bad (Shin, 2013).  As shown by the last time’s request share loss, Kensington Auto Parts’s position fell by 3 because of a number of reasons (Media.capella.edu, n.d.).  So, the gap in practice needs to be closed right away. 

Researching Articles to Support a Problem and a Gap in Practice 

Kensington Auto Parts’s gap in practice is that the people in charge don’t understand how important it is to change operations.  Being able to lead and deal with questions and sudden changes can make or break a business (Shin, 2013).  Also, changing how things work is a group problem (Shin, 2013).  thus, when it comes to the change operation plan, there can not be only one person driving it.  

Leadership must receive support from all operational contexts (Shin, 2013).  More importantly, leaders need to know that managing and enforcing ongoing change quickly is all about change operation (Creasey, 2022). 

 Exploration indicates that for change management to be effective, leaders at all levels of the organization must participate in the management of change (Hitt, 1995).  This means that everyone in charge at Kensington Auto Parts needs to know what happens when a change operation goes wrong and how to deal with it. 

The elderly operation sets the tone, the middle operation is the front line, and the platoon leaders all have important roles (Hitt, 1995).  Change, whether expected or unexpected, can result in either success or failure for an organization (Hitt, 1995). 

Leaders at Kensington Auto Parts must be aware of the “meaning” status of their association in order to effectively implement change (Ericson, 2001).  For example, Kensington Auto Parts may have a different idea of why a new process or change is being put in place than what the facts say about why the change is happening (Ericson, 2001). 

 People are interpreting Kensington Auto Parts’ refusal to move the company’s request beyond U.S. homes as a sign that they don’t want to change how things have always been done (Media.capella.edu, n.d.).  So, if the people in charge at Kensington Auto Parts don’t get how bad their change management skills are, the problems will keep getting worse (Ericson, 2001). 

DB FPX 8610 Assessment 3 Aligning Frameworks  

To revive a company like Kensington Auto Parts, it must be willing to abandon outdated business models (Tran & Anvari, 2014).  Doing things “the way it has always been done” doesn’t let change happen (Media.capella.edu, n.d.).  A business that wants to use change management as a way to avoid costs and threats knows how important it is to manage change (Muralidharan, n.d.).  For example, Kensington Auto Parts needs to be ready to meet the request directly (Tran & Anvari, 2014). 

 In other words, they need to be ready to either stay where they are or go where the request is or go.  Kensington Auto Parts has not yet found any global marketing partners, and the number of young people with creative talent has gone down (Media.capella.edu, n.d.).  If change operation had been used correctly, both of these factors could have been easily dealt with and avoided.  As trends continue to grow and change, change operation needs to be talked about more often (Tran & Anvari, 2014). 

 As part of that talk, people should talk about how to use fabrics to help with change operation.  Fabrics will enable the implementation of relevant planning and structure to serve as a catalyst for organizational success.  In the past, associations were good at working with traditional fabrics (Kunnanatt, 2016).  At this time, problems are more complicated, so leaders need to be more careful and strategic when picking the right frame approaches that will help the company reach its goals (Kunnanatt, 2016). 

DB FPX 8610 Assessment 3 Aligning Frameworks  

That being said, the two fabrics, Sensemaking and Sustainability, show that Kensington Auto Parts’s failure to understand how important it is to manage change will keep them from making money. 

A sensemaking frame is more of an abstract frame than a more theoretical sustainability frame.  Both are made to help groups with their hobbies that involve making decisions as they break down problems and deal with complexity.  A company can use a sensemaking frame to understand new benefactions (Ericson, 2001). 

 An organization must comprehend how employees generate meaning and interpret their organizational objectives (Ericson, 2001).  The pool is changing every day because of the epidemic.  Kensington Auto Parts can also confirm that the pool has changed.  As they lose the request, their challengers are going out into the world of encyclopedias (Media.capella.edu, n.d.). 

This means that an association needs to get its members to accept new ideas and technologies in business.  To elaborate, a sensemaking framework assists an organization in navigating significant transformations that may seamlessly result in reconstructed interpretations (Ericson, 2001). 

DB FPX 8610 Assessment 3 Aligning Frameworks  

 A sensemaking frame will help Kensington Auto Parts use sensemaking in a strict and organized way, while a sustainability frame will help Kensington Auto Parts manage and promote their long-term effects in a strict and organized way.  A sustainability frame must be integrated into the business strategy to be effective (Doppelt, 2017). 

In this way, metamorphosis can be changed from top to bottom (Doppelt, 2017).  For example, if Kensington Auto Parts had a sustainability frame approach, their daily decisions would determine their short- and long-term success (Doppelt, 2017).  Kensington Auto Parts is having problems right now because their goal of being at the top of the assiduity doesn’t match their goal of being sustainable (Media.capella.edu, n.d.). 

Frameworks Explained 

The two fabrics were named because they fit Kensington Auto Parts’s problem and the gap in their practice.  Both support the idea that changing the way things work is important for an association’s continued success.  Also, they both show that Kensington Auto Parts needs to know how to handle change in the opposite way.  Also, both show that knowing how change works is almost a requirement for constant change. 

Both of them show that without a change operation frame, problems won’t be solved and costs won’t be avoided.  As seen at Kensington Auto Parts, costs and problems are over (Media.capella.edu, n.d.). 

 Kensington Auto Parts’s costs of not expanding encyclopedically have made it hard for them to make new money.  Also, they have to be willing to lose their youthful and creative gift if they don’t set themselves up to be a company that embraces change (Media.capella.edu, n.d.).  This cost has made the budget for hand development go up every so often (Media.capella.edu, n.d.).  Changes need to be made soon because Kensington Auto Parts’s future is at risk (Media.capella.edu, n.d.). 

 instead of picking fabrics that were more common and traditional, like the McKinsey 7-S or Lewin models.  The 7-S model from McKinsey helps you figure out what your business looks like now, what needs to change, and why (Team, 2021).  Lewin’s model, on the other hand, is easier to understand because it has three steps (Team, 2021). 

Both of these models would work against Kensington Auto Parts, but the two named ones let you take a more creative approach.  Known for doing effects the old way, needs to change to stop’s do effects else.  A sensemaking and sustainability frame both show that Kensington Auto Parts are going to do something else. 

Project of Interest/Eliminating Personal Biases 

 Change is unavoidable (Doppelt, 2017).  It will depend on whether an association is ready for it or not.  For example, workers will come and go, leaders will change, products and services will change, and so on.  In other words, there will be a change at some point.  The outcome of poorly managed change remains perilous for any business (Doppelt, 2017). 

Based on the content of change operation and the gap in practice understanding the significance of change operation, I can identify a business problem and design that addresses a need versus a want.  At my job right now, morale is low.  This is a problem because it’s the result of bad leadership.  I work as a consultant for payment results. 

We are given systems to work with as advisers.  Low morale affects the overall goals of systems.  Many systems aren’t getting done on time, budgets are way over, and advisers aren’t getting anything done.  The way Kensington Auto Parts handles change is dangerous and can have long-lasting effects (Doppelt, 2017). 

DB FPX 8610 Assessment 3 Aligning Frameworks   

 Even though our systems can handle many different businesses, the fact is that ignoring the obvious consequences is hurting job performance.  It goes without saying that both sensemaking and sustainability fabrics can be used as designs to help my company avoid problems and save money.  In terms of sensemaking, leaders need to be able to explain why they’re making changes and whether or not people are getting them (Ericson, 2001).

 This could be done by talking to small groups, asking for feedback through anonymous surveys, and then making a change based on what people say.  The sustainability frame might work at my company too.  If all leaders start to lead by example and openly support the company’s goals, this could work (Doppelt, 2017). 

To mitigate specific bias in the discovery process, leadership must first acknowledge the existence of bias (Walter et al., 2016).  Still, the design flaws will get worse if certain impulses are ignored.  One way that leaders can help reduce bias is to be positive.  For example, leaders can learn from their mistakes and grow from them.  Get involved in the sensemaking frame by adding a third-party platoon to analyze data and the plant to give feedback so that changes can be made.  Another way is for leaders to make different groups to help calm down impulses and groupthink.

Reflection 

 This test helped me find ways to solve a business problem.  Based on what I’ve learned before, I can now see a gap in practice and make a case for the best way to fix the problem.  It was hard, to say the least, but it feels good to know that I am sure of what I learned from this test.  It was hard to find practitioner and scholarly frameworks that fit with the gap in practice because there were so many to choose from.  I may have spent too much time on some articles because the research was so interesting and helpful.  Ultimately, I had an excess of options.  

I had a lot of information, but I had to figure out what was useful and what wasn’t.  I hope that my choices are seen as good ones.  In general, I thought this test was fun and interesting.  I had to pick a different problem and a related gap in practice from the business story I chose.  I don’t have much experience in this area, so this test gave me a chance to practice more. 

To be honest, I’m looking forward to what I’m learning in this class.  This assessment, like the last one, is helping me become a better leader, which will help me in both the field and when I try to finish my capstone.  I have to say that this is one of my favorite classes so far in the program. 

DB FPX 8610 Assessment 3 Aligning Frameworks  

Media.capella.edu. (n.d.). Kensington Auto Parts: Business Story. https://media.capella.edu/coursemedia/dbfpx8610element237245/wrapper.asp 

Muralidharan, E. (n.d.). Consequences of Cultural Leadership Styles for Social Entrepreneurship: A Theoretical Framework. MDPI. https://www.mdpi.com/2071-1050/11/4/965 Shin, S. (2013). Understanding organizational change into entrepreneurship: A theoretical framework and integration. Management Review: An International Journal, 8(2), 29-53. http://library.capella.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fscholarly-journals%2Funderstanding-organizational-change-into%2Fdocview%2F1506147820%2Fse-2%3Faccountid%3D27965