Assignment #3 Handbook for Learning Organizations- Team Project

By

James Drewery

Leah Kirkwood

Simone Lewis

Taryn Ortiz

EDD 8510

Leading a Learning Organization

Nova Southeastern University

April 13, 2014

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Table of Contents

Description of consulting team P. 4

Description of company to be overhauled

(Target Corporation) P. 7

Characteristics of a learning organization P. 9

Recommendations P. 14

Implementations P. 18

Evaluation P. 26

Conclusion P. 30

References P. 33

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Renovate, Educated and Develop (R.E.D) Consulting Team

Renovate, Educate and Develop (R.E.D) Consultants is a full-service Human Resource

consulting firm with offices located in Texas, Miami and Los Angeles. R.E.D consultants have

been in the business of cultivating learning organizations for the past 15yrs and have received

numerous accolades such as the Score awards and the Ernst and Young Entrepreneur of the year

award. Our consultants have been the driving force behind the growth of companies such as IBM

and Google based on the implementation of our three step method of transforming companies

into learning organizations to increase productivity.

Meet Our Team

Taryn Ortiz

Project Manager/Organizational Development Specialist

Ms. Taryn Ortiz is revered as a leader in the consulting industry. She has more than 16

years’ experience in human resources administration, educational management, facilitation and

organizational communication. She specializes in creating individualized team building and

assessment activities that will transform your organization into a money making magnet.

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James Drewery

Instructional Designer / Organizational Specialist

Looking for solutions? James Drewery is your guy. He specializes in concrete solutions

that directly support the strategic goals of your company’s culture. His key areas of strength are:

leadership training, creative learning formats, culturally based programs and fostering inclusive

work environments.

Simone Lewis

ELearning Training /Operations Specialist

Ms. Simone Lewis is an expert with more than 12 years of experience in training and

facilitation for a number of Fortune 500 organizations in the hi-tech sector. This experience

makes her a force to reckon with as she consistently attains the utmost levels of performance

from our learning organization participants through an assortment of coaching, training and

performance interventions utilizing technology.

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Leah Kirkwood

Instructional Designer / Organizational Specialist

Ms. Leah Kirkwood is a renowned instructional designer and organizational specialist

with more than 13 years of experience in organizing, scheduling and conducting training

programs aimed at transforming learning organizations. Her expertise also includes business

climate evaluations, remediation and technical support delivery.

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Client Background: Target Corporation Target is Minneapolis based retailer with over 1500 stores in 47

states, 175 of which are SuperTarget stores. Target is known for not only

its bull’s-eye logo but for its, affordable merchandise, trendy product line,

astounding variety of designers and community partnerships. The

company reflects that innovation and continuous improvement are

prominent characteristics of the products, the stores, and the operations of the company. (Target

Corporation, 2014.)

Its mission is to” make Target your preferred shopping destination in all channels by

delivering outstanding value, continuous innovation and exceptional guest experiences by

consistently fulfilling our “Expect More. Pay Less” brand promise” ( Target Corporation , 2014)

However like any growing organization ,Target faces challenges in a variety of areas, as

a company functioning in the progressively competitive retail commerce in addition to being a

player in the increasingly challenging marketplace. One of the challenges faced by the

organization is its ability to not only attract but also retain talent that correlations with its vision

of becoming a learning organization. Human assets are undeniably one of the most vital sources

of competitive advantage and that staffing an organization with the correct people builds

competitive advantage (as cited in Twoger and Greenwood, 2008).

Target is also in the fight of its life to regain consumer confidence due to recent breaches

in their credit processing systems during the famous “Black Friday” shopping weekend. In a

recent lawsuit filed against the organization in Chicago federal court by Trustmark National

Bank and Green Bank ,Target and Trustwave Holdings a credit security firm are being accused

of neglecting to appropriately protect customer records, permitting the theft of approximately 40

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million credit card accounts in addition to 70 million records, with personal information such as

customer addresses and phone numbers(Gillam,2014).

Like a bad rash that won’t go away, Target continues to endure the fallout of the recent

data breach, which, has negatively impacted the company’s earnings. The company acquired $61

million in incidentals associated with the breach. But the expenses and continued loss in profit

do not stop there. Anticipated future expenses include payments associated with potential claims

by the payment card networks against the organization, expenses related to the reinstatement of

fraudulent cards, governmental investigations, enforcement proceedings, expenses for legal aid

and consulting (Gomez, 2014).

If these factors are not remedied , there is a fear that Target will continue to be in “ the

red.” Unarguably , the challenges being faced by Target provide many lessons to be learned. The

R.E.D Consultants mission is to get the Target team back on track, by establishing an ongoing

learning organization culture, through renovation, education and the development of learning

organizational minded individuals.

Target Corporation

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Characteristics of a Learning Organization

Characteristics of a Learning Organization

There are different elements which make-up effective characteristics of a learning

organization. Leaders must create a culture that encourages and supports the fundamental

principles of continuous training, educating and implementing innovative ideas within the

workplace. In order to stay relevant and not become obsolete, it is up to organizational leaders to

maintain employee involvement and reward them as needed to stay active in their thoughts and

contribution to the organization through day-to- day activities.

Building A Shared Vision. A successful company and its leaders, place qualified

employees in key positions that share the same vision and makes the shared vision a reality.

Vision is more than a statement, it is a shared future. There are important skill sets and

theoretical conceptions of leadership and collaboration efforts that imply implementing research,

practice and leadership preparation that must be concluded as a future high profit producing

Personal Mastery. In order for organizations

to get to the destination of each team member

sharing the same vision, individuals must

learn in order to grow within the organization.

Employees must desire knowledge and

leaders must facilitate employees in building

new skill levels in order for success to be

achieved within the organization (Marquardt,

2011)

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learning organization (Ylimaki & Brunner, 2011). When all of your staff believe and see the

vision, it can become reality.

Systems Thinking. Creating a systematic framework in how leaders and members of the

team understand the goals, vision and level of success in which the company has to achieve is the

greatest fundamental goal in how all the parts influence one another. An effective systems

thinking culture is represented by a collective quantitative methodology of statistics,

measurements and research (Henson, Hull & Williams, 2010).

Mental Models. Learning from alternative points of views that influence team members

in being creative becoming a better learning organization is essential in the success of the

organization.

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The Winning Challenge: How Bad Do You Want

Success?

Competing Against Competitors

Walmart is the largest discount retailer and Target is the second largest in the world!

Walmart & K-mart are the biggest competitors for the Target Corporation. How bad do you want

success? How bad are you ready for Target to make the leap in trying to become the #1 Retailer

not only in the United States but around the world. In order to do so, Target must be able to

compete with Walmart. Walmart is the number one retailer in the world with annual profit of

approximately a half-trillion dollar per year (Walmart annual report,” 2010).

SUCCESS STARTS

WITH THE

TEAM MEMBERS!

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Target’s Current Position

Over a three year period, we’ve analyzed three

factors that need revamping in order to increase

profits and become more competitive: increase

gross profits, resolve identity theft lawsuits,

increase productivity and revamp the identity of

the corporation. These are major overhauls that

must be addressed in order to prevent situations

such as filing Chapter 11 Bankruptcy. The Target

Corporation has continuously

seen decreases in profit margins, which

continues to place Target in the number two

retailer position.

R.E.D. works closely with organizations that

have not managed to achieve the highest level

of success, but has potential to do so. We

believe with our implementation of effective

characteristics of a successful learning

organization, we can elevate the Target

Corporation.

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Reaching the Ultimate Level of Success & High Profits I (Current Position)

Differentiator TARGET CORPORATION WAL-MART K-MART

Years in business current ownership

Since 1902 Since 1962 Since 1899

Overall financial strength

Fair-high-risk D&B; fair credit

Strong–med-risk D&B; good credit

Weak –high-risk D&B; poor credit BANKRUPT

Locations 1924 worldwide 11137 worldwide 1221 worldwide

Key customer segment

Avg. consumers and small businesses

Avg. consumers and small businesses

Average consumers

Training/ certification

Offers upward certification training occasionally as needed Utilize many part-time or contracted employees

Offer certification training for promotions once a year Utilize many part-time or contracted employees

Utilize many part-time or contracted employees with little upward training

Warranty/return policy

90 day return policy, 30 days for electronics

90 day return policy, 15 days for electronics

90 day return policy, 30 days for jewelry, power equipment and air conditioners

Key product/ service difference

Premium and unique products at discount prices. Advertise more High to medium demand items

Premium and unique products at slightly discounted prices. Advertise as discounters High demand items

Run less specials and advertise less Medium to low demand items

Combination of Electronic Sources: (Sears holdings annual report,” 2012.com), (“Walmart annual report,” 2010) and (“Target 2012 annual report,” 2012).

(Current Position)

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Reaching the Ultimate Level of Success & High Profits II

(Future Position)

Combination of Electronic Sources: (Sears holdings annual report,” 2012.com), (“Walmart annual report,” 2010) and (“Target 2012 annual report,” 2012).

Differentiator TARGET CORPORATION WAL-MART K-MART

Years in business current ownership

Since 1902 Since 1961 Since 1899

Overall financial strength

Strong-low-risk D&B; good credit

Strong–low-risk D&B; good credit

Weak – high-risk D&B; poor credit

Locations 5632 by 2030 worldwide 15048 by 2030 worldwide 2399 by 2030 worldwide

Key customer segment

Avg. consumers, niche market and small businesses

Avg. consumers and small businesses

Average consumers

Training/ certification

Offer certification training for promotions every six months

Utilize many part-time or contracted employees

Offer certification training for promotions once a year

Utilize many part-time or contracted employees

Utilize many part-time or contracted employees with little upward training

Warranty/return policy

120 day return policy, 60 days for electronics

90-day return policy, 15 days for electronics

90 day return policy, 30 days for jewelry, power equipment and air conditioners

Key product/ service difference

Premium and unique products at discount prices. Advertise more

High demand items

Premium and unique products at slightly discounted prices. Advertise as discounters

High demand items

Run less specials and advertise less

Medium to low demand items

Organizational leaders must

create team networks that

allow members to work

independently measures

“individual autonomy,

linear thinking and control,

as well as, non-linear

objectivity and subjectivity”

(Fissser & Browaeys, 2010).

Team building and

learning offers an

environment that is a

valuable asset to the

organization in becoming

successful (Fisser &

Browaeys, 2010).

Organizational leaders must

be willing to engage

employees toward a new

vision and implement a

"Positive Psychology

Approach,” within their

organizational tactics (Ludwig

& Frazier, 2012).

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Recommendations

Senege (1990) and Garvin, Edmondson, and Gino (2008) are among the different authors and

scholars who wrote about learning organizations and organizational learning in different perspectives. In

order for an organization to transition to a fully functioning learning organization our teams of consultants

suggest the following research based recommendations for organizational learning to take place.

Garvin et al., (2008) discuss three essential building blocks that are necessary for organizational

learning to occur: a supportive learning environment, concrete learning processes and practices, and

leadership behaviors that provide reinforcement. Each block and its discrete subcomponents, though vital

to the whole, are independent and can be viewed separately.

Recommendation #1: A Supportive Learning Environment

A supportive learning environment has four distinguishing characteristics, psychological safety,

appreciation of differences, openness to new ideas, and time for reflection Garvin et al., (2008).

Psychological safety. In order to provide psychological safety, employees cannot fear being

belittled or marginalized when they disagree with peers or authority

figures, own up to mistakes, or present a minority viewpoint. Instead

they must be comfortable expressing their thoughts about the work

at hand.

Characteristics: provides space for employees to speak up

about what’s on their mind, and mistakes are not held against you.

Appreciation of differences. Learning occurs when people

become aware of opposing ideas. Recognizing the value of competing functional outlooks and alternative

worldviews increases energy and motivation to spark fresh thinking and prevents weariness.

Characteristics: Differences of opinions are welcomed, and people are open to alternate ways of

getting work and projects done.

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Openness to new ideas. Learning is not simply correcting mistakes and solving problems. It is

also about crafting new ideas and approaches. Employees should be encouraged to take risk and explore

the untested and unknown.

Characteristics: Unless an idea has been around for a

long time, no one wants to hear it; this is why people often

resist untried approaches and should value new ideas.

Time for reflection. When people are too busy or

overstressed by deadlines and scheduling pressures, their

ability to think analytically and creatively is compromised.

They become less able to diagnose problems and learn from their new experiences. Supportive learning

environments allow for a pause in the action and encourage thoughtful review of the organization’s

processes.

Characteristics: Despite the workload, employees make the time to review how the work is

going.

Recommendation #2: Develop Concrete Learning Processes and Practices

A learning organization is not cultivated effortlessly. It develops from a serious of concrete steps

and widely disturbed activities, not including business processes such as logistics and production

development (Garvin at el., 2008). These learning processes involve the generation, collection,

interpretation, and dissemination of information. This includes but is not limited to:

Experimentation and development of new products and services.

Intelligence gathering (knowledge management) that requires acquisition, creation, and

storage and retrieval procedures to track competitive customer and technical trends.

Analysis and interpretation to identify and solve problems.

Educate and train both new and established employees.

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Technology application, which can improve the ability of people to communicate with

one another to exchange information and learning.

For the maximum impact, knowledge practices must be shared in systematic and clearly defined

ways. This sharing can take place among individuals, groups, or whole organizations. The knowledge

sharing process can be internally focused with an eye toward taking corrective action, or externally

focused which my include interactions with customers or subject matter experts to gain perspectives on

the company’s activities and challenges. Either way these concrete processes ensure that essential

information moves quickly and efficiently into the hands and heads of those who need it.

Characteristics: Explore new ways of working, collecting and transferring information, along

with identifying and solving problems that assist with developing employee’s skills.

Recommendation #3 Leadership that reinforces learning

Organizational learning is strongly influenced by the behavior of leaders (Garvin at el., 2008).

When leaders actively question and listen to employees and thereby prompt dialogue and debate, people

in the organization feel encouraged to learn. When people in power demonstrate through their own

behavior a willingness to entertain alternative points of view, employees feel emboldened to offer new

ideas and options. The need to move from controlling to empowering, from being a commander to being a

steward, leaders must embrace new leadership roles such as:

Instructor/coach

Co-learner and model for learning

Advocate for the learning processes and projects

Vision Builder

Knowledge manager

Leaders who are willing to encourage dialogue, and listen to alternative points of view will in general

foster a culture of learning.

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Characteristics: Managers acknowledge their own limitations with respect to knowledge,

information, or expertise and actively and attentively listen.

The three building blocks of organizational learning reinforce one another and overlap to some

degree. Just as leadership behaviors help create and sustain supportive learning environments. Those

same environments make it easier for managers and employees to execute concrete learning processes and

practices smoothly and efficiently. By following these recommendations provides opportunities for

leaders to behave in ways that foster learning and cultivate behaviors they expect to see in others on their

staffs and teams.

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”The glue that holds all relationships together --

including the relationship between the leader and the led

is trust, and trust is based on integrity.” --Brian Tracy

Implementations

The implementations of the consulting team’s recommendations for

fostering a learning organization will occur in three phases. In the first phase we will “Renovate”

by assessing the company and its workers and using this knowledge to drive future stages. In the

second stage we will “Educate” by developing concrete learning processes and skills. Finally, we

will “Develop” leadership and practices that support ongoing learning.

Renovate: Building a Supportive Learning Environment

Psychological safety begins with the leader; the leader must create a team which promotes an

atmosphere free of persecution. Research has also shown that team members are predominantly

cognizant of the behavior of the leader (as cited in Edmondson, 2003), workers often format their

responses to events and behaviors based on prior reactions from their leaders to what they

perceive their leader will deem as appropriate and hence safe behavior. In order to diminish this

outlook the leader must identify what barriers he or she faces. This can be accomplished by first

conducting a survey to decipher what psychological safety barriers your company faces. Our

technology department will create ongoing surveys that not only assess the psychological safety

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of your establishment but also the perception of your employees as related to the appreciation of

differences and openness to new ideas.

Team building exercises will also be developed based on the needs assessment surveys.

The goals of these tasks will be to yield development, both as individuals and as a team. They

will also be used to identify the support required from leaders in order to achieve their potential

and to work effectively as a team. Team building exercises are vital when building a supportive

learning environment as they result in teams being cohesive, and working more effectively

together.

Finally, establish and maintain an employee reward and motivational system. Many

companies enlist extrinsic rewards as a means of motivating their employees. Extrinsic rewards

are usually financial in nature and are the tangible rewards given to employees by their leaders,

such as pay raises, bonuses, awards, benefits and even gift cards. However, not everyone is

extrinsically motivated. Organizations should strive to intrinsically motivate their employees

paying close attention to the sense of meaningfulness, choice, competence and progress made

available to workers. The following are descriptions of the four intrinsic rewards and how

workers view them (Thomas, 2009):

Sense of meaningfulness: This type of intrinsic reward provides the meaningfulness or

purpose of what you are trying to fulfill. Participants believe that they are a part of

something of real value and that their time and energy are being used productively.

Sense of choice: This can be accomplished by giving employees the ability to be active

participants and make choices, such as choosing how to complete an assignment. This

provides them with ownership of their work, the approach taken, ultimately creating a

sense of responsibility.

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Sense of competence: Employees need to know when they are doing a job well done,

whether orally, via a note or email. Employee productivity increases when they feel that

they are handling their work activities well.

Sense of progress: eliminate fears of professional stagnancy by providing employees

with progress feedback. When employees are encouraged that their efforts are

advantageous and feel that their work is on track and moving in the right direction. It

gives them confidence in the choices they have made and future decisions.

Educate: Develop Concrete Learning Processes and Practices

There are two forms of understanding; explicit and implicit knowledge.

Explicit knowledge is that which comprises knowledge being received

through mediums such as articles and reading procedures on how to

create a spreadsheet. In contrast, implicit knowledge is that which is

gained only through experience, such as creating a spreadsheet. In order to get maximum output

from your employees and ongoing cycle of both theses experiences must be provided.

This method of is supported by research as evidenced by Kolb’s learning theory. David

Kolb published his learning styles model in 1984 from which he developed his learning style

inventory. Kolb's experiential learning style theory is typically represented by a four stage

learning cycle in which the learner partakes in all the stages. In the first stage participants are

provided with a concrete experience followed by observation and reflection on that experience

which leads to the establishment of abstract concepts and conclusions which are then utilized to

test assumptions in future situations, resulting in new experiences and the cycle being repeated.

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Employees will not only be provided with a variety of site based activities but also online

ones as which have been specifically designed to meet the needs of the varied leaners present in

the workplace (see tables below). Online resources and technologies provide ongoing

opportunities for interactive and collaborative learning often at a fraction of the cost of onsite

trainings. It is rapidly becoming one of the most desired methods for educational advancement

and ongoing training. As educational technologies continue to emerge and progress, the learning

situations and problems as well as the resources to solve them can be customized for online

learners. By implementing online training resources which caters to multiple learning

intelligences we increase the level of participant engagement and hence the likelihood of

attaining concrete learning ( Zank and Bonk, 2008).

Table 1(Zhang and Bonk , 2008)

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Table 2 ( Zhang and Bonk , 2008)

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Table 3 ( Zhang and Bonk , 2008)

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Develop : Leadership that reinforces learning

Developing “leading for learning” is the final phase of the R.E.D. consultant’s process

for developing a learning organization. Realizing that there is a difference between being a boss

and being a leader is vital.

Trainings will be provided aimed at developing servant leaders. Servant leadership

correlates with the goal of developing a learning organization. This five day training will

promote leading through shared experiences, values and respect. Leaders will engage in activities

that reinforce that power should not dictate our conceptualization of leadership as this only

inhibits organizational growth. In contrary leading is about service, this attitude of service should

be the fundamental driving force of your organization and the success of organizational members

(Melchar and Bosco , 2010).

Finally , encourage reflective activities within your organization for both leaders and

workers. Reflective activities are a great way to gage the climate , grasp of new knowledge and

overall effectiveness of a meeting or activity , what went well and areas of improvement. This

can be achieved by

conducting “exit

“Real learning gets to the heart of what it means to be human. Through learning we re-create

ourselves. Through learning we become able to do something we never were able to do. Through

learning we re-perceive the world and our relationship to it. Through learning we extend our

capacity to create, to be part of the generative process of life. There is within each of us a deep

hunger for this type of learning.”

Peter Senge

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activities” such as an employee question or concern box or by using online interactive parking

lots such as Padlet also known as Wallwisher.This tool can be used for making announcements,

keeping notes during a meeting receiving feedback following a discussion and just about

anything that can be accomplished utilizing Post-its( Padlet, 2014). Whichever method you

choose to utilize be sure to have procedures for allow for anonymous feedback or reporting.

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Evaluation

In an increasingly complex and chaotic world, a successful organization must be able to adapt

to change (Fisser & Browaeys, 2010). Part of this process includes taking a reflective look at

change from an organizational perspective (Fairhholm & Card, 2009). At R.E.D. Consulting,

one of our primary goals is to provide you with the best possible service to evaluate your

organizational strengths, weaknesses, and growth. Evaluation is critical in providing the best

intervention recommendation to Target in order to transform it into a learning organization. It is

also important to know the success of the interventions and the progress being made within the

organization. At R.E.D. Consulting, we have developed a plan specifically designed for Target

to do just this. Not only is the plan customizable to allow you a high level of control and

flexibility, it is based on sound, scientific methodology supported by research published in

scholarly, peer -reviewed journals.

We are recommending a two part evaluation process. The first part would act as a needs

assessment for the Target corporation. The purpose of this assessment would be the

identification of strengths and weaknesses within the organizational structure and culture as they

relate to becoming a learning organization. The second part of the evaluation process would be a

follow-up assessment to gauge the success of the suggested interventions, as well as the

organizational progress in becoming a learning organization.

Participants

One of the first options of customization is participant selection for the evaluation. At R.E.D.

Consulting, we can customize the evaluation and intervention to include the whole organization,

just one store, and everything in between. The scope of the evaluation chosen impacts the

participants. As with all research, the more participants involved, the more accurate and

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generalizable the data and evaluation. For the evaluation, we would suggest a minimum sample

size of 200 to 250 participants. To determine participants for the evaluation, we would utilize a

random selection process to incorporate approximately 20%-25% of your staff. For example, if

you choose to evaluate the whole organization of 300,000+ employees, the approximate sample

size would be 60,000 – 75,000 employees. If you choose a smaller scope for the evaluation and

intervention, such as a single store, we would recommend all employees complete the evaluation.

Instrument

The proposed evaluation instrument is the Learning Organization Profile, developed by Mike

Marquardt and the World Institute for Action Learning. Not only has this evaluation tool

undergone extensive field testing (Marquadt, 2011), it’s internal reliability and validity has also

been confirmed (Patnaik, Beriha, Mahapatra, & Singh, 2013). This profile measures the five

subsystems of the Systems Learning Organization Model. Each subsystem is evaluated using ten

questions that are measured on a Likert scale from 1 (lowest) to 4 (highest) for a total of 50

questions. In addition, this survey can be completed electronically or by utilizing a traditional

printed format. It is our recommendation to utilize this survey in a digital format to allow for

ease of distribution and collection.

Design

The overall evaluation will use a quasi-experimental, one-factor, pretest and posttest research

design. The recommendation for this design is due largely in part to limitations in random

assignment of participants to a control group. As the goal is the transformation of the whole

organization into a learning organization, we at R.E.D. Consulting believes that all members of

the Target corporation should be involved in the intervention process, not just a small, controlled

portion, as would be required by a true experimental, pretest/posttest design. The simplest form

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of this approach is the one-group pretest and posttest design, also known as a quasi-experimental,

one-factor design (Edmonds & Kennedy, 2013), which is being proposed for this study (see

Diagram 1).

Diagram 1

Pretest and Posttest Design (One-Group)

Group Pretest Interventions Posttest

1 O1 X O2

Time ►

(Edmonds & Kennedy, 2013)

Another option would include the utilization of multiple posttests to evaluate change over time

(see Diagram 2).

Diagram 2

Pretest and Multi-Posttest Design (One-Group)

Group Pretest Interventions Posttest1 Posttest2

1 O1 X O2 O3

Time ►

(Edmonds & Kennedy, 2013)

The benefits of this design include an opportunity to perform another needs assessment of the

organization after the initial intervention to identify any need to adjust, or change, intervention

strategies or areas. It also allows for an opportunity to monitor that transformation process of the

organization.

The pretest data will be collected from the Learning Organization Profile. This data will also

be utilized as the initial needs assessment of the organization to help guide intervention

recommendations. As noted earlier, the intervention and change process within a large

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organization takes time. As a result, the interventions will be implemented for a period of 18

months before posttest data is collected. Posttest data will be collected using the Learning

Organization profile, as well as the same sampling procedures as the pretest.

Data Analysis Procedures

Data for the organizational assessment of Target will be collected utilizing the “Learning

Organization Profile” survey described previously. The data collected was analyzed utilizing

Statistical Package for the Social Sciences (SPSS) statistical analysis software. The analysis will

consist of descriptive statistics that includes the overall mean score for the survey, the mean

score for each subsection, the mean score for each question, and the frequency of responses

within each question.

The data collected for the progress and success of the interventions will be analyzed utilizing

the same statistical analysis software used in evaluating the pretest data. It is recommended that

descriptive statistics, along with dependent-sample t test or paired-sample t test (to determine the

statistical significance), be used in quasi-experimental research that utilizes a within-subjects

approach and a one-group pretest and posttest, (Edmonds & Kennedy, 2013) which is being

proposed for this evaluation. The analysis will consist of descriptive statistics that included the

overall mean score for the survey, the mean score for each subsection, the mean score for each

question, and the frequency of responses within each question.

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Conclusion

In concluding our analysis of facts, opinions and strategic solutions, R.E.D. has outlined

why it is imperative that the Target Corporation consider hiring our dynamic consulting team in

facilitating taking the Target Brand from approximately 1500 stores in 47 states to approximately

5632 stores worldwide by 2030. Although Target is currently known for its affordable

merchandise, trendy product line, astounding variety of designers and community partnerships,

we have shown the profitability and marketability of including premium niche products at

discount prices and how they can be more advantageous to the company. If implemented

effectively, R.E.D. will guide the Target Corporation every step of the way, in reflecting

innovative and continuous improvements to support the current mission and motto of “Expect

More, Pay Less.”

Success is often found through challenges. As the Target Corporation is currently

undergoing a variety of challenges, which stems from recent breaches in the infamous “Black

Friday” shopping weekend in which thousands of credit cards were illegally compromised.

Target also faces additional challenges in attracting and retaining talent that correlates with its

vision of becoming a learning organization. R.E.D. will take the Target Corporation to the

ultimate level of success! Our success means increasing profits and outpacing the competition!

This strategy begins with the “brightest and best employees.” We are ready to take the Target

Brand from being the second largest discount retailer in the world to the largest discount retailer

in the world. How bad does the Target Corporation want success? How bad does the second

largest discount retailer in the world desire to make the leap in becoming the #1 retailer not only

in the United States but around the world?

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The R.E.D. consulting team is recommending making some major changes in order to

reach the ultimate success level Target leaders want to experience within the next seven years.

Leaders must be willing to encourage dialogue and listen to alternative viewpoints in order to

foster a culture of learning. As we will convey during our presentation, we will show how a

supportive learning environment can develop concrete learning processes and practices that

reinforces an essential learning culture needed to excel to the next level. Furthermore, Target

leaders must move toward more of an empowering role, as well as, optimizing more of a steward

role to their team members. As Target moves toward embracing more of an empowering role, it

also means demonstrating new leadership responsibilities, such as coaching and being a model

within the learning culture at the Target Corporation. There are so many dynamic

recommendations that we have outlined; however, the main recommendations we want all Target

leaders to leave with is a sense of advocating for the learning processes and projects, as well as,

the dynamics of how vision building will foster success and change within the workplace. All

recommendations that have been outlined acts as an agent for major changes to occur and creates

a supportive learning environment needed to surpass the leading competition.

Our services go well beyond just making recommendations. At R.E.D. Consulting, we

pride ourselves on implementing effective change strategies customized to fit the needs of your

organization. Using assessment data based in sound scientific methodology, we will renovate,

educate, and develop your corporation and employees, transforming it into a learning

organization. Through the development and implementation of team building and employee

reward programs designed to meet your specific needs, we will help you create a supportive

learning environment to maximize employee potential. In addition, it will create an intrinsic

reward system based on a sense of meaningfulness, choice, competence, and progress.

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Next, we will educate your staff in order to provide them with both the explicit and implicit

knowledge needed to maximize output and production. This will be done by utilizing a variety

of site based and online activities. Finally, we will help you lay out a plan to develop “leadership

for learning” within your corporation. This step includes specific learning activities and

opportunities for employees in leadership roles that will transform them from bosses and

managers to leaders of learners. We will also incorporate reflective activities as a method to

guide and reinforce learning.

Finally, we will incorporate a two part evaluation process based in sound scientific

methodology. This process will include a pretest to be utilized as a needs assessment, along with

a posttest that will allow for evaluation of the effectiveness of the interventions, as well as a

guide for next steps. We will use a random selection process to collect data using the Learning

Organization Profile survey that has undergone extensive field-testing and has proven validity

and reliability. This data will then undergo thorough statistical analysis that will provide crucial

information needed in transforming the Target Corporation into a learning organization.

R.E.D Consulting will transform the Target Corporation into a learning organization by

creating an organizational culture that helps you become the preferred shopping destination in all

channels, by delivering outstanding value, continuous innovation, and exceptional guest

experiences, by consistently fulfilling your “Expect More. Pay Less.” brand promise.

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