Donna Dubinsky: Apple Introduction In dealing with change and how it affects the individual at a professional level, the

Donna Dubinsky Case exemplifies the concept at its maximum. She has had a promising career: her goals and objectives have always been achieved and in many instances outwitted. She has had the support of her boss, Roy Weaver, since the day she arrived Apple Computers; and Weaver has expanded her responsibilities, challenged and rewarded her for her good contributions to the expansion of her department. The dilemma between doing what she feels is best for the company or following the criteria of others, including those at much higher rankings than her, -thus putting her job at risk as well as her credibility in making the right decisions- sharply hits the protagonist in this case.

Diagnosis of Company Situation Dubinsky walks into Apple Computers in 1981, when the PC industry is in boom and the company is experiencing tremendous growth. Apple Computers is the leading PC manufacturer in the United States, and holds 32% of the market share in 1980. By 1985 it had more than 10 fold its operating revenues, but its market share had fallen to 24%. This particular situation begins to call upon the attention of Mr. Jobs, who is the Chairman of the Board of Directors at Apple Computers as well as Vice President and General Manager of Macintosh, and insists that change is necessary for the continuous success of Apple Computers. His narrow idea of change is cost reduction, and his first move is to try to dismantle Dubinsky's department by shutting down the distribution channel, a move not supported by Dubinsky as she feels it would totally paralyze the company. It is important to mention that Jobs had invited Dubinsky in the past to be a part of his team at Macintosh, prospect rejected by Dubinsky. The refusal to accept the offer may have influenced Jobs' attitude against Dubinsky, thus making his obsession for change irrational and his actions biased by disappointment. However, the will for change is real, and it is flowing from the top down. While the Manufacturing Director, Debi Coleman, is preparing a Distribution Strategy Proposal, Dubinsky is at a shock and disbelief; the thought that such a change can actually take place is unacceptable, and thus hinders her ability to think rationally, putting her at a defensive state that sets her apart from negotiating. Even after top management had resolved to entrust the distribution problem to a task force composed of the parties involved and a few neutral individuals, Dubinsky finds herself in disagreement. Her position is understandable -she can't understand what the problem is- but her inability to team up and come to a resolution only stresses her situation and diminishes her position before the company. While the counterpart is making proposals, Dubinsky can only raise objections. Her lack of creative solutions and her negative contributions to the teamwork has only angered higher management. Dubinsky's lack of political ability hinders the process of working with the top management.

Underlying Problems When we look at the company's estimated figures for 1985 it comes to attention that, although operating revenues increased, Apple loses market share and its net income decreases. But the real problem is underlying. Apple is not able to cope with the highly competitive market situation and the fast changes in the industry because the company has internal problems. Jobs and Sculley (CEO) are facing growing disagreement. Furthermore, potential for conflict lies in Jobs' additional responsibility for the Macintosh Division. He suggested changes in a top-down approach, which doesn't fit the

company's culture. Ongoing discussion about these structural changes (JIT, distribution strategy) most likely reduces productivity, and due to leadership problems the discussion is leading nowhere. Figure 1 shows the protagonist's readiness and capability for change. The problem is that Weaver and Dubinsky, who are responsible for distribution, aren't ready for the change. Dubinsky has a strong aversion to the suggested changes, because the suggestions for change came from outsiders and she was not involved right from the start. But due to her responsibilities, skills, and insider information she is the one with high capability to make the changes happen - if she is convinced to do so. The readinesscapability assessment chart shows that Jobs needs to cooperate with Dubinsky to drive his ideas forward. However, Dubinsky now sees top management as institutional enemies, and she has become uncooperative without being conscious of it. Her latent hostility toward her superiors is causing top management to lose trust in her and her judgment, thus setting her farther apart in the organization.

Actions and Responsibilities From the defined problems the following actions were derived: analysis and identification of organizational conflict, communication / lines of command, distribution system / structure, just-in-time benefits, customer support (see figure 2). After these actions were derived, a plan should be developed, the decision made, and then the solution implemented. In defining responsibilities and those involved in these actions, their capability and readiness for change was taken into consideration. The idea is to have the most capable person develop readiness by being responsible for the action. This led to Donna Dubinsky being responsible for identifying the just-in-time benefits, Debi Coleman for analyze customer support, Bill Campbell for analyzing organizational conflicts, developing an action plan and implementing the solution, and Jay Elliot (Vice President Human Resources) for analyzing communication lines and lines of command. The decision ought to be found in the organization, and therefore John Sculley is given the responsibility for this. Dubinsky, Coleman, Weaver and Campbell should support all activities except the decision, while Elliot, Kinser, Bean, Graziano, Dixon and Jobs should mostly be informed. In the development of the action plan and implementation all employees should be supportive. The Leadership Experience For Dubinsky, the entire situation was ill fated and she felt she had no support from top management. She lost her good judgment and her ability to be self-reflective and thoughtful, leading to total negativity. What she had still to realize was that the conflict was not personal, but one that could lead to Apple's fall. Her call was now to actually prove, in a proactive manner, that the distribution strategy was too radical, and that it would lead to the company's plunge. Aware of the time she had wasted and the unfavorable place she was in, she had to take a drastic position herself: to be allowed to put a strategy presentation together, without the interference of an outside task force -as distribution was her area and thus she felt only she could assess it- by requesting an additional 30 days extension, or having top management accept her resignation. This very arrogant position can lead to several possible outcomes.

Dealing with the Ultimatum Campbell is now torn in a terrible dilemma; he can accept Dubinsky's resignation and loose a valued employee, but embrace change and allow for the organization to move ahead; or he can give a new

extension to Dubinsky (the third one, already) to present her strategy plan and give her the opportunity to proactively defend her position and bring a solution that can actually be self sustainable before the committee. Because Dubinsky has been in the company for long, and because her experience has been very positive, leading to a successful career at Apple Computers, Campbell will give her the extension and a last opportunity to deliver a counterproposal under two conditions: 1.The deadline is final; if she doesn't deliver in 30 days she will leave the company. 2.If her proposal is not well received by the CEO, or she simply can't make her case clear, she will either have to comply and support the changes or resign.