Leadership and Change Being a change agent can sometime be looked as the person that is “rocking the boat”. Having a strong desire to make positive changes in an organization should not be looked as a bad thing; it is not always easy especially in dealing with others that are resistance to change. Through the Change Leader assessment I found myself to have a strong attitude towards change, scoring a seven; honestly not surprising as my rank recently increased and the organization I recently joined. As a strong change agent, I needed to identify obstacles that can affect change from happening along with the object or process that is needs to change. Following the stages of change in an organization is important especially when trying to
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First expecting a new Airmen to learn over 500 tasks and complete their Career Development Course (CDC) within a year was ridiculous. We cut all the unnecessary tasks that was in our training plan by almost 300. During the training meeting with the Commander we told him what we were during and why; he agreed. I explained the reasoning behind it, I believe I used the term “their knowledge is a mile wide but an inch deep”. Shortly after the commander left our Squadron, I spoke again to my leadership about changing the influx on pipe-line Airmen. Again was told that’s just how it is but this time I stood firmer and asked Why? The commander and the chief that implemented this program has left, we all know it does not work, it hurts the Squadron as a whole and at what point are we going to be empowered to run our own flight. My words must have lit a fire within my supervisor because he went and spoke to our acting Chief and the first words he spoke was, “it’s your flight, run it how you see fit and you don’t need permission to do so”.
Stages of Organizational Change Through this week’s reading I discovered what was happening followed the Eight-Stage model of organizational change.
1. Light a fire – I started questioning the reasoning behind the process
2. Right people of board – all section leaders and training monitors
3. Paint a picture – showing the commander the new training program
4. Communication widely – everyone in the squadron and flight knew
5. Remove obstacles – I could not remove the Commander and Chief, they recently
First expecting a new Airmen to learn over 500 tasks and complete their Career Development Course (CDC) within a year was ridiculous. We cut all the unnecessary tasks that was in our training plan by almost 300. During the training meeting with the Commander we told him what we were during and why; he agreed. I explained the reasoning behind it, I believe I used the term “their knowledge is a mile wide but an inch deep”. Shortly after the commander left our Squadron, I spoke again to my leadership about changing the influx on pipe-line Airmen. Again was told that’s just how it is but this time I stood firmer and asked Why? The commander and the chief that implemented this program has left, we all know it does not work, it hurts the Squadron as a whole and at what point are we going to be empowered to run our own flight. My words must have lit a fire within my supervisor because he went and spoke to our acting Chief and the first words he spoke was, “it’s your flight, run it how you see fit and you don’t need permission to do so”.
Stages of Organizational Change Through this week’s reading I discovered what was happening followed the Eight-Stage model of organizational change.
1. Light a fire – I started questioning the reasoning behind the process
2. Right people of board – all section leaders and training monitors
3. Paint a picture – showing the commander the new training program
4. Communication widely – everyone in the squadron and flight knew
5. Remove obstacles – I could not remove the Commander and Chief, they recently