Brown however such a dictatorial transformation is

short timeframe for execution and the inherently top-down style of military leadership. (Brown)
However, such a dictatorial transformation is normally precipitated by a vital need that possibly
impacts the survival of the organization. (Brown) In this case the change was precipitated by a
misperception of an oversight gap, instigated by a one-time event that ultimately had no negative
operational impact.
Several other less invasive courses of action were provided, but were not chosen. It is
possible that political machinations of certain junior officers, hoping to move into the new
command billet, influenced the decision. It is also likely that because there was no real urgency
motivating the creation of the command there was no subsequent motivation to follow through.
At this point new senior leadership has come on board and is viewing further investment of
resources on the project as a waste. All told, several million dollars have been spent on the
project with no measurable results. In the future, better articulation of the need for change, the
change vision, development of a coalition, and the strategic plan will help avoid such enormous
wastes of time and resources.

Learning Summary: MGMT603
References
Brown, D. (2011). An experiential approach to organization development, 8
th
Ed. Upper Saddle
River, NJ: Prentice Hall.
Warrick, D. (2014). What Leaders Can Learn About Teamwork and Developing High
Performance Teams From Organization Development Practitioners. OD Practitioner,
46(3), 68-75.
Kotter, John P. Leading Change . 2nd ed. Boston: Harvard Business Review Press, 2012.