First there was no clear communication of the intent

command. First, there was no clear communication of the intent, either of the program for
implementation for the command or for how this new command would function to correct
perceived issue of oversight and efficiency. In Leading Change, John Kotter warns against
undervaluing the role of a clearly articulated vison. The first of the eight steps Kotter describes as
necessary to successfully creating a large-scale change is, “establishing a sense of urgency.”
(Kotter, 2012) There are many different means for establishing urgency, but none as important at
the beginning of such an undertaking as clearly establishing the vision. (Kotter) Without a clear
articulation of the expectations for creation of this new command there was little for planners to

Learning Summary: MGMT603
utilize in constructing their strategic plans and accompanying action plans. With no real locus for
planning efforts other seniors who should have made up the “guiding coalition” were apathetic.
(Kotter) There was a strong sense that the current commander would leave and that the initiative
would die, so leaders and managers deliberately dragged their feet in order to avoid
overcommitting to a doomed project.
Eventually, a new commander took the reins of the project and ordered that a pilot
program begin to test processes of the fledgling command. Unfortunately, there were no
processes to test. The pilot transformed into a process development exercise, with ad-hoc teams
being created to not only test but create the command’s new functions. The function of these