Introduction According to Palmer, Dunford and Akin (2009), the six box organizational model addresses the major issues related to an organization functionality where various data, research and theories are applied to analyse a situation. The six variables of the model are the purposes, purposes, structure, rewards, helpful mechanisms, relationships, and leadership (Palmer et al., 2008). The major benefits associated with the model is that the variables are interrelated and persons seeking to improve a situation need to address it by looking at all the relationship between the variables. Furthermore, the model offers a framework which succinctly points out the different key factors which were at the center of the Boeing situation. Analysis To analyse readiness for change for Boeing, the six box organizational model is most appropriate. This is because, the model focuses on different variables which affect the operations of an organization. The model addresses issues related to the functionality of an organization. For instance, the variable purpose can answer the question: What business are we in? ((Palmer et al., 2009). By analyzing the structure of Boeing, the model can address the question: How do we divide up the work? (Palmer et al. 2009). By addressing the structure, the model enables one to know whether the organization is on right track, what changes have been carried and what problems are being experienced. For instance, through the use of the model, it is clearly shown that the structures did not function as expected. Although the company had a merger, there was no clear definition of routes to be taken or the target markets. However, through the use of the model variable, one can identify that Boeing was undertaking some structural changes such as implementing changes to overcome bureaucratic structure, unnecessary process and outdated technological systems (Palmer et al. 2008). By using the model, it has been possible to identify whether the employees of Boeing were being motivated through rewards and incentives. As noted in the case study, Boeing employees were extremely demoralized (Palmer et al., 2009). The moral of the employees was very low and as a result, the issue needed to be addressed. This is an indication, that the model is strong in addresses issues which touch the improvement of performance which is reward system and motivation. As noted by Palmer et al. (2009), helpful mechanisms help an organization to coordinate different departments. Through the use of the model, it is possible to answer the question: Have we adequate coordinating technologies? (Palmer et al., 2008). This helps in the identification of communication and communication channels within Boeing. It also shows some of the efforts which were adopted by Boeing such the adoption of lean manufacturing principles to reduce cost of production and rejuvenation of its reputation by ensuring that production becomes more efficient (Palmer et al., 2008). It shows some of challenges which were being faced such lack of communication which is believed to have been a major cause of the problems experienced in the organization. It also shows some of technology coordination mechanisms which were adopted