Leading change with the 5-P Model - "Complexing" the Swan and Dolphin Hotels at Walt Disney World

    Authors

    R. Ford; W. Heisler;W. McCreary

    Comments

    Authors: contact us about adding a copy of your work at STARS@ucf.edu

    Abbreviated Journal Title

    Cornell Hosp. Q.

    Keywords

    change management; leading change; hotel management; ORGANIZATIONAL-CHANGE; Hospitality, Leisure, Sport & Tourism; Management; Sociology

    Abstract

    An effective change process must account for all aspects related to that change. This article presents a "5-P" framework for implementing change and illustrates the application of the framework with a case situation in which the operations at the Swan and Dolphin Hotels at Walt Disney World were consolidated. The five "P"s are as follows: purpose, priorities, people, process, and proof. Briefly put, change should have a stated purpose; specific targets of change should be identified and prioritized; people potentially affected by the change should be identified and brought into the change process; the process should use appropriate levels of direction participation, and consultation; and the proof should demonstrate visibly and believably what the change accomplished. While the Swan-Dolphin complexing was not without bumps along the way, the approach resulted in a successful change implementation that saved $4 million in annual expenses.

    Journal Title

    Cornell Hospitality Quarterly

    Volume

    49

    Issue/Number

    2

    Publication Date

    1-1-2008

    Document Type

    Article

    Language

    English

    First Page

    191

    Last Page

    205

    WOS Identifier

    WOS:000255142700011

    ISSN

    1938-9655

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