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.
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