Question - Review the case/scenario.

Scenario -

Carol is a vice president 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 environment. Carol 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 director's 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 of risk, 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 vice president, 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-on-one 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 of the promotion, Carol interrupts Bill and angrily accuses him of believing he knows more than her, now that he has his doctoral degree-which she describes as a simple "union card" to be qualified 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 time, 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. Unbeknownst 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 one-on-one meetings, Carol is abrupt, cool, and her body posture reflects a closed style in Bill's presence.

Then, unexpectedly, Carol calls Bill into her office 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 & Deal's four frames. Once you have your analysis, create a draft/hypothetical planned change document using the first 6 stages of Kotter's 8 stages of change. Include estimated timelines from instigation to completion in weeks/months.

Attachment:- Assignment Files.rar