The change initiative I identified for my organization is to mobilize, motivate, organize, orient, and focus the attention of my noncommissioned officer (NCOs) on training and how to conduct training effectively. My goal as described is to encourage these NCOs to change and learn better ways of training. After conducting an assessment using the organizational change questionnaire in our literature, the organization scored 9. This score indicates that the organization is ready for change (Cawsey, Deszca, & Ingols, 2016). The organization has certain characteristics that have created an enabling environment to accept change. In the past the organization has responded well to change, within a few weeks of each other, a new commander assumed responsibility of the unit and I also took responsibility as the detachment sergeant, the Soldiers of the organization reacted well to the change in leadership and philosophy. Another positive operational environment within the organization was the positive attitude of the Soldiers and their readiness to succeed.
In order to increase the awareness for the need to change the need for change must be well communicated and explain why the change is necessary; provide the compelling reasons for the change and emphasize the risk of not changing (Meier, 2015). According to Jeffrey Hiatt, there are four components that you need to address when you are trying to build awareness of the need for change (Meier, 2015):
What is the nature of the change and how does the change align with the vision for the organization?
Why the change made and what are the risks of not changing?
How will the change impact our organization or our community?
What’s in it for me (WIIFM)?
Cawsey, T. F., Deszca, G., & Ingols, C. (2016). Organizational change an action-oriented toolkit. Los Angeles: Sage Publ.
Meier, J. (2015, April 17). Awareness is the First Step of Change. Retrieved July 16, 2018, from
The change initiative I chose for my week 8 assignment Change Management Application paper, was regarding the merger of the United States Air Force Law Enforcement, Security Forces and Combat Arms together. Upon completing the Readiness for Change Questionnaire, hindsight being 20/20, I believe this should have been used to prepare us for our merger. Unfortunately I don’t know the tool(s) that were used for the merger. Perhaps being in the military, we do what we are told and that is that. In response to the Khobar Towers bombing, the decision was made at Air Force level to relook at Security as a whole. The decision made was due to the fact the security side of the house needed more manpower to become a combat force. I had the privilege to know and work with the three Airmen who received the Airmen’s Medal for their actions in evacuating the military members residing in the towers. I was there personally two years prior to the day of the bombing attack. In conducting the research for this paper, I will dig deep to see if I can find what the leaders of the Air Force use to determine which path to take. I can say that there were peers of mine who were a fit for Law Enforcement, but not for Security and vice versa. It has been brought up before in our studies, that people ultimately must be the right fit for the job.
There should be an expectation from the leaders to encourage teamwork. No matter what position we hold (Law Enforcement, Security, Combat Arms), we cannot afford to operate alone. Our safety would be at risk. The cross-training alone is overwhelming. There are now multiple weapons to be qualified on, practicals (actual exercise responses we must be certified on), oral and tests. Even upon certification, we can lose our qualifications for any number of reasons. Kotters 8 step process would have be an asset in the proper management of this merger. Overall the USAF has downsized approximately 10,000 active duty from 1990 to 2010 (the merger was called for in 1997). The mission has grown, workload is increased, creating lower morale, essentially forcing members to leave and move on.
In my early findings, I believe there needs to be a division for specialized career fields (i.e. keeping the three career fields separated). Increasing budgets for technology was critical, especially as we were “doing more with less.” Common errors included failing to create a coalition for managing the change process and a failure to communicate the vision effectively to us. Leadership should have actively taken into consideration the observations of the cultural changes that occurred prior to the merger. It was like a runaway train. Change management is the process by which the change is dealt strategically and systematically with respect to organization and individual. It means planning and implementing procedures to deal with change effectively in order to get optimal result. Change management process is very essential for the organization to avoid resistance and successful transition to the desired state (Lunenburg, 2010).
Lunenburg, F. (2010). International Journal of Scholarly Academic Intellectual Diversity. Approaches to Managing Organizational Changes. Volume 12, Number 1, 2010.
I completed the Readiness for Change Questionnaire on my current organization and whether they are ready to implement change. The questionnaire yielded a score of 32, which indicates that the organization is more than ready to move forward with change. This will be the 10th squadron that we transition to the new aircraft, so processes have been put in place with lessons learned from each squadron upon completion of the training. Readiness for the squadron that is about to enter the transition did not score as high though. Much of the organization is bitter as they have a lot of harbored emotions about letting go of the old aircraft they have operated for so many years. There openness for change would significantly raise there readiness score if the leadership can create an invested interest my those not in the senior leadership roles, they implement mechanisms that will monitor the environment during each stage of transition, let go of past strategies and allow effective communication that flows in both directions.
Douglas, W. T. (2009). Organizational change capacity; the systematic development of a scale. Journal of Organizational Change Management, 22(6), 635-649.