Question 1:

Thella Bowens was the current senior director of the Aviation Division within the Port of San
Diego that was responsible for operating the San Diego International Airport. Later on, she
was named Interim Executive Director of the San Diego County Regional Airport Authority
(SDCRAA) where she developed the transition plan and dealt with the legal and regulatory
issues.

Question 2:

The case study provided focuses on the start-up and transition process of the San Diego
County Regional Airport Authority (SDCRAA). Let's analyse the case study in the context of
Lewin's change model:

(I) Unfreeze:

The unfreeze phase involves preparing the organization and its members for change. In the
case study, the law passed in October 2001 acted as a catalyst for change by requiring the
transfer of the San Diego International Airport's operations from the Port of San Diego to the
newly formed SDCRAA. Thella Bowens, the Interim Executive Director, recognized the
need to establish a standalone agency and revise the existing strategic plan to facilitate the
transition. The off-site workshop and the formation of the Airport Transition Team
(Metamorphs) were part of the unfreeze phase to create awareness and motivation for change.

(II) Change:

The change phase focuses on implementing the actual changes. In the case study, the change
phase involved the creation of functional teams, each responsible for specific aspects of the
transition. These teams collected data, established new functions for the SDCRAA, and
addressed legal, regulatory, and operational issues. The teams conducted thorough reviews
and engaged in peer reviews to ensure a comprehensive and well-designed transition plan.
Additionally, the clean-up legislation (SB 1896) and addressing changes to federal security
regulations demonstrated the need to adapt and respond to external factors during the change
process.

(III) Refreeze:

The refreeze phase aims to solidify the changes and integrate them into the organization's
culture and processes. Although the case study does not explicitly mention the refreeze phase,
it can be inferred that once the transition plan was developed and reviewed, and legal and
regulatory issues were addressed, the focus shifted towards implementing the plan and
stabilizing the operations of the SDCRAA as a standalone agency. The goal was to ensure
minimal disruption to customers and services while maximizing the economic impact of the
airport.

Overall, the case study aligns with Lewin's change model. It highlights the importance of
preparing for change (unfreeze), implementing the necessary changes (change), and
integrating and stabilizing the new processes (refreeze). The involvement of various teams,
thorough reviews, and addressing legal and regulatory matters demonstrate a structured
approach to managing the planned change within the organization.

Question 3:

In the case study, people were involved in the process of developing the transition plan
through the formation of functional teams and the engagement of employees from various
organizational levels. Here are some ways people can be involved in the process:

(I) Formation of functional teams: Thella Bowens handpicked employees from the Aviation
Division and other Port of San Diego departments to form functional teams responsible for
specific aspects of the transition. These teams consisted of individuals with diverse expertise
and perspectives, allowing for a comprehensive approach to developing the transition plan.
Each team was composed of employees who had knowledge and experience in the respective
functional areas, ensuring their involvement and ownership in the process.

((II) Collaborative data collection: The functional teams were tasked with collecting data
relevant to their respective areas. By involving employees from different departments and
levels, a collaborative approach was taken to gather information and insights. This allowed
for a more comprehensive understanding of the current state and the requirements for the
transition.

(III) Establishing new functions: The functional teams were responsible for establishing new
functions for the SDCRAA. This required employees to actively participate in designing and
structuring these functions. Their involvement ensured that the transition plan reflected their
expertise, practical insights, and considerations for effective operations.

(IV) Addressing issues and providing input: Throughout the process, employees had the
opportunity to address issues related to the start-up of their particular functional areas. They
were encouraged to provide input, highlight challenges, and suggest solutions. This ensured
that the transition plan took into account the practical concerns and considerations of the
employees who would be directly affected by the changes.

(V) Peer reviews: The transition plan underwent peer reviews, where professionals within the
aviation industry, experienced transition leaders, and individuals involved in start-up
organizations provided feedback and suggestions. This external involvement allowed for
additional perspectives and insights, enhancing the quality and effectiveness of the transition
plan.

Question 4:

Thella Bowens had to interface with the California legislature because the creation of the San
Diego County Regional Airport Authority (SDCRAA) was mandated by a California state
law. The law, known as California Senate Bill AB93 [2001–2002], was passed in October
2001 and required the transfer of the operation of San Diego's international airport from the
San Diego Unified Port District (Port of San Diego) to the newly formed SDCRAA by
January 2003. As the Interim Executive Director of the SDCRAA, Bowens had the
responsibility to ensure compliance with the legislative requirements and oversee the
successful transition of the airport's operations. The original legislation provided a framework
for setting up the new agency, but it left certain issues unanswered. These included matters
related to property transfer, as the SDCRAA would lease land from the Port on a 66-year
lease, as well as the transitioning of employees from one public agency to another.

To address these unanswered questions and provide clarity, a "clean-up" legislation known as
SB 1896 was passed in mid-2002. This additional legislation helped protect employees and
ensured that there would be no loss of jobs or benefits during the transition. It provided
valuable information and guidance to the Metamorphs (the Airport Transition Team) in
dealing with employee contract issues and other legal matters. Bowens and the Metamorphs
had to work closely with the California legislature to navigate through these legislative
processes, seek clarification on various issues, and ensure that the transition plan was in
alignment with the legislative requirements. This interaction with the legislature was
necessary to ensure a smooth and legally compliant transition of the airport's operations from
the Port of San Diego to the newly formed SDCRAA.