Abstract

This assessment focuses on the implementation aspect of the case study, including the selection of two group-level interventions to enhance performance, an implementation plan, and an evaluation plan. Additionally, it analyzes future development in consultancy skills.

Implementation

The Implementation Process

Group-Level Intervention Selection

To address performance issues in the Metropolitan Transportation Authority (MTA), two group-level interventions are chosen: the World Café method and Rapid Results implementation. These interventions aim to foster dialogue and collaboration among leaders and frontline staff.

World Café Intervention Method

The World Café method facilitates open dialogue among leaders to share ideas on leadership development. By creating a conducive environment for discussion, this intervention promotes collaboration and trust-building.

Rapid Results Intervention Method

Rapid Results implementation involves small teams working collaboratively to achieve performance goals within tight deadlines. This approach fosters skill development and boosts confidence among team members.

Client Resistance Strategies

Resistance from MTA managers is expected during the implementation of the leadership development program. Strategies to address resistance include identifying and naming resistance, holding TWC-style meetings, and restructuring tasks to provide a sense of achievement.

Implementation Plan

The implementation plan involves initiating the World Café method with agency chiefs and implementing Rapid Results at lower leadership levels. Regular meetings and evaluations will ensure progress and collaboration.

Evaluation Plan

The evaluation plan utilizes the Kirkpatrick Model, focusing on reaction, learning, behavior, and results. While the model has some weaknesses, it provides a framework for assessing the effectiveness of the interventions.

PSY FPX 6730 Assessment 5 Case Study: Implementation

Conclusion

Despite challenges, the selected group interventions offer promising solutions for improving performance within the MTA. Success hinges on effective implementation, collaboration, and continuous evaluation.

References

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Gill, L., Ramsey, P., Leberman, S., & Atkins, S. (2016). Using World Café to Enhance Relationship-building for the Purpose of Developing Trust in Emotional Intelligence Training Environments. Electronic Journal of Business Research Methods, 14(2), 98-110.

Kirkpatrick Partners. (2023). What is the Kirkpatrick Model. Retrieved from https://kirkpatrickpartners.com/thekirkpatrick-model/

Rafferty, A. E., & Jimmieson, N. L. (2017). Subjective Perceptions of Organizational Change and Employee Resistance to Change: Direct and Mediated Relationships with Employee Well-being. British Journal of Management, 28(2), 248–264.

Reio, T. G., Rocco, T. S., Smith, D. H., & Chang, E. (2017). A Critique of Kirkpatrick’s Evaluation Model. New Horizons in Adult Education & Human Resource Development, 29(2), 35–53.

Ropes, D., Han, v. K., & Douven, G. (2020). Learning in The World Café: an empirical evaluation. Journal of Workplace Learning, 32(4), 303-316.

PSY FPX 6730 Assessment 5 Case Study: Implementation

Schaffer, R.H., & Stearn, J.M. (2015). The rapid results package: Better performance/stronger managers. Business Horizons, 58(6), 687-695.