The Need for Change

YOUR NAME

MGT435 – Organizational Change

PROFESSOR

DATE 2014

The Need for Change

An organization that I am very familiar with and is in need for change is the military security approach. I will use Kotter’s Eight-Step Approach as it is one of the most widely used planning methods (Weiss, 2012, p 72). While change models do not provide the “one best way” or “the truth” of diagnosing organizations, they offer both theoretical and practical ways to understand complex situations (Weiss, 2012, p 48). Kotter’s eight steps change process is as follows; 1. Establish a sense of urgency, 2. Form a powerful guiding coalition, 3. Develop a vision and strategy, 4. Communicate the change vision, 5. Empower others to act on the vision, 6. Generate short-term wins, 7. Consolidate gains and produce more change, 8. Anchor new approaches in the culture. These eight steps can broadly be contained within three categories, namely, preparation (steps 1-4), action (steps 5-7) and grounding (step 8) (Sidorko, 2008).
COMPANY OVERVIEW The military is made up five service branches with active duty, reserves and our veterans. Active duty is full time while reserves can be recalled at any point in case there is a war. Our veterans are those who at one point served under honorable service. Our military is beyond the world’s greatest group of personnel who sacrifice more than in any other job. We train mentally and physically, we deploy and we are away for many months from our loved ones. Each branch of the military has a unique mission within the overall mission of U.S. security and peace (Military, 2014). With these missions, our leaders are also an essential part of the military. Promotion only comes by taking exams and scoring the highest scores out of the requirement of that fiscal year. This means, even if I pass the score from last fiscal year, this new fiscal year may require a higher score making it difficult for us who are unable to promote. Each branch is as essential and important when it comes to security, mission and protection of the U.S.
DIAGNOSIS
Organizations are in need for change for a number of reasons. As mentioned above, the security approach is in need for change within the military. Swaim (2011) stated, September 11 is the most dramatic example of crisis which caused countless organizations, and even industries such as airlines and travel to change (para 3). I have worked in The Pentagon, Washington DC, since September 2011. I can’t even begin to count how many security incidents have occurred while we all think we are safe. From shooting outside the white house in 2013, the Navy Yard Shooting in late 2013 and the countless alerts at the Pentagon of possible threats such as backpacks or mail containing white powder. For the longest, The Pentagon has been in Bravo alert under the Force Protection Condition (FPCON). Bravo alert is when there is a somewhat predictable terrorist threat (PFPA, 2013). Even with this alert, we daily get notifications pop up on our computers about packages and backpacks left in the restroom, outside in the Pentagon courtyard and even tourist who are lost. I believe our security approach is horrible when it comes to our military facilities. How is it possible that a shooting happened in our own Navy Yard base with security guards everywhere? The shooter killed 12 victims that day and was able to drive on base with all the weapons in his trunk. Now, at the Pentagon there are no extra security measures and it’s very upsetting as an employee and military member. Earlier this year, I walked in to the pentagon with my pepper spray which I forgot to take out of my purse from the night before since I had gone out dancing with my girlfriends. I was never searched, never questioned, and although I didn’t realize this until after I got home that day, I couldn’t help but think what if that would have been a gun for me to hurt someone? The only ones “searched” are tourist but even then, how do they get “lost” while they are doing a tour? Our security approach must change now.
KOTTERS EIGHT STEP APPROACH Using the Kotter’s eight step approach, I will present a plan to transform the organization. The first step in Kotter’s process is establishing a sense of urgency. As Weiss (2012) stated, the sense of urgency refers to the “pressing importance” of action needed to address critical issues now (p 72). Creating a sense of urgency of our security measure at the Pentagon must be looked at now and not tomorrow. About 28,000 civilians and military work in a building that was attacked in 9/11 and is under alert at all times. We don’t have time to wait for something else to happen to take action. The second state, form a powerful guiding coalition will require gathering a group of leaders who have power to influence the change requested in respect to our security measures. I plan on pass the word to my supervisor who will pass it to our Director and from there to the top senior leaders. Next, our group must create a vision. This vision will make a huge difference in the change effort. Not only is a vision articulated but strategies for achieving that vision are also laid out (Weiss, 2012, p 73). Vision must also communicated once is established. Everyone in the group must understand what the vision is to understand what is happening. In this case, we will be requesting for more security check points to be set before entering the Pentagon. Also, we should be able to establish that even senior leadership, both military and civilian, must be searched just like at airports. We are now living in 2014 where it seems like everywhere we turn there is someone shooting or people being attacked by the person no one expected. After all this is gathered, we must empower others to act on the vision. As Weiss (2012) stated, empowering employees is a vital part of any change process (p 74). This means, we cannot make a difference or promote change without the help of others. We must come together to promote our vision. After this, we must create short term wins which involves the need to create visible performance improvements (Weiss, 2012, p 74). We must recognize what we could of done better, what could have been used throughout the vision creation and be able to recognize those who are able to perform those improvements. Second to last, consolidate gains and produce more change. This step means promoting a new vision or at least improvement of the vision. Finally it is important to anchor and institutionalize new approaches in the culture (Weiss, 2012, p 75). This is only accomplished by increasing performance and reinforcing connections. In conclusion many organizations have determined Kotter’s eight step approach has been great to use. As, Guzman, Gely, Crespo, Matos, Sanchez & Guerrero (2011) stated, we concluded that adapting Kotter’s model for use in the transformation process has been very useful; gaining support from both the administration and faculty has been essential; and the provision of continuous faculty development activities has been empowering. I would use Kotter’s method to promote the vision of our security measure if others would be willing to come together if they shared the same vision as me.

References

Guzmán, W. Z., Gely, M. I., Crespo, K., Matos, J. R., Sanchez, N., & Guerrero, L. M. (2011). Transformation of a Dental School's Clinical Assessment System Through Kotter's Eight- Step Change Process. Journal Of Dental Education, 75(4), 485.
Military (2014). U.S. Armed Forces Overview. Retrieved on 20 January 2014 from: http://www.military.com/join-armed-forces/us-military-overview.html
Sidorko, P. E. (2008). Transforming library and higher education support services: Can change models help? Library Management, 29(4), 307-318. doi:http://dx.doi.org/10.1108/01435120810869093
Spencer, M. H., & Winn, B. A. (2005). Evaluating the Success of Strategic Change against Kotter's Eight Steps. Planning For Higher Education, 33(2), 15-22.
Swaim, R. W. (2011). Nine Reasons Organizations Need to Change. Retrieved on 20 January 2014 from: http://www.processexcellencenetwork.com/people-performance-and-change-in-process-improveme/columns/why-organizations-change-and-what-they-can-change/
The Pentagon Force Protection Agency (2013). Retrieved on 20 January 2014 from: http://www.pfpa.mil/
Weiss, J.W. (2012). Organizational Change. San Diego, CA: Bridgepoint Education, Inc.