Davis Module 8 ORG 521 Dr Robert Vega CSU GLOBAL

PowerPoint Presentation

ChangeDavid Lee DavisColorado State University-Global CampusDr Robert VegaORG 52123 Mar 20151

1RUNNING HEADER: CHANGE

Sequestration

Decreased Incentives

Decreased Authorized Manpower

Increased Global needReasoning2

(shoemoney,2015)

There are four major reasons for the Colorado Air Guard to hire, train, and retain differently than they are today. The first is the ten-year budget sequestration passed in 2013 (Department of Defense, 2015). In fact, this and other social and political drivers steer the other three reasons. Those reasons are decreased incentives for the new enlistee, re enlistee, and the retrained Airman. The incentives are a wide array with the most immediate being financial incentives or bonuss and stale pay raises and housing pay decreases for all ranks (Department of Defense, 2015). Moreover, a restricting of healthcare and the retirement plan the Armed Forces has been able to sustain over the years is now no longer a viable incentive (Department of Defense, 2015). To further deal with the budget sequestration the Armed Forces has decreased its manpower to include right here in the Colorado Air Guard (Department of Defense, 2015). Even while we fight to stay viable we are constrained by the fact that we must do more with less manpower. Doing more means not only sustaining the current deployments but being involved in the increasing global need for our Airman. Thus stretching our ranks and their familys thin with not much in reasoning to join or stay with our current plan. Which is why I come to you, our stakeholders. Each of you will be vital to the survivability and endurability of our Airman, their families, and our Mission. We can no longer rely on money that we do not have to gain and retain our Airman. We must change.


Commanders

Recruiting and Retention Managers

Production RecruitersStakeholders3

(www.dreamstime.com, 2015)

Stakeholders are very important to the success of any organizational change. Each stakeholder wields three things that will make the change work. The first of those is reflected in their ability to influence the firms endurance based on ownership and access to resources otherwise known as power (McManus & Webley, 2013). The second legitimacy lends to the expected and accepted social structures and behaviors of the stakeholders (McManus & Webley, 2013). Finally, is the stakeholders urgency, which refers to how each of them is managed and to what extent before the relationship with them is possibly fractured (McManus & Webley, 2013). Urgency also refers to the importance and relevance of the stakeholders claim so there is a proper amount of attention put to each claim (McManus & Webley, 2013). The stakeholders and audience today are the commanders, recruiting and retention managers, and the production recruiters of the 140th Fighter Wing Colorado Air Guard welcome and thank you for your attendance today. One of the first things that we need to heartedly look at is the importance of changing our current structure.


Remove antiquated vertical flow chart

Insert a flattened horizontal decision making process

Flattening the Structure4(knowhownonprofit.org, 2015)

For many reasons like military tradition, the Colorado Air Guard lives and works in a vertical flow chart. Within each compartment of the flow chart the up and down the vertical chain there are very specialized jobs. None of these compartments really talk to the other on how they do their business or the importance of why they accomplish it the way they do. Every Airman reports their specific data to the person above them until it culminates at the top so Commanders can see the big picture. Meanwhile, the others do not see the big picture living in the compartment they are relegated to. With our issues of dealing with more with less we need to ensure that Airman have all the tools to help themselves and the Colorado Air Guard. We can start by flattening the hierarchy and promoting the Commanders, recruiting and retention managers, and recruiters into a decentralized decision making process (Hannan, Rankin, & Towry, 2010). By taking each of these roles out of their current compartments each can see into each others creative worlds and make more empowered decisions that will streamline hiring, retraining, and retaining. With each Airman costing the US taxpayer around eighty thousand dollars in initial training alone our traditional hierarchy should be flattened to ensure success (Department of Defense, 2015).


Ten Stage Relationships

Change AgentsPropelling Change5 (catalystawareness, 2015)

Once we have flattened our hierarchy and we are talking generating ideas each stakeholder must have relationships built with each other. To do so characteristics that will allow us to ultimately be change agents to each other and the rest of the Wing are the following. We must listen to understand each others ideas and concerns (Long, 2011). We must be empathetic to each others needs to ensure that we gain confidence in each other and their circumstances instead of passing judgment (Long, 2011). Very often we have interpersonal relationship problems and we must know this will happen, expect it. Ergo, we must allow healing amongst each other be willing to deal with each other to mend emotionally (Long, 2011). We must have an awareness of what is going on around involved in work to be surprised by something (Long, 2011). We must be persuasive and not use our positional authority to make decisions rather selling compelling reasons to change to our new hiring and retaining plan (Long, 2011). Each of us must conceptualize by dreaming big dreams of how things can be and try not to ever get bogged down by day-to-day drudgery (Long, 2011). We must also have foresight in developing each other wand how we can put these into action with each other but also for our people (Long, 2011). Having these characteristics will allow us to be credible change agents. Change agents develop a vision of the future giving direction (Kotter, 1996). They align people by communicating strategies that are acceptable and valid (Kotter, 1996). Finally, they energize people to overcome the barriers that they will surely meet (Kotter, 1996). This is exactly how we will propel our recruiting and retention change.


Plan

Feedback

Group Thinking

Measuring ChangeBehavioral aspect organizational change6

(behaviormodel.org, 2015)

Knowing that we are change agents we need to be aware that change isnt just process and procedures. It is also a vast array of attitude and behaviors that are inevitable during change. We need to be aware of our feelings and feelings of others in the group (French, 1969). We need to be tolerant of others differences (French, 1969). We need to have the foresight of what the change could bring out in employees or each other as behaviors (French, 1969). Fears can be overcome by communicating and being present for others (French, 1969). We can help assist in this by planning for the known and possible unknowns of what behaviors could come of the known changes (French, 1969). Ensuring that we give feedback and solicit feedback and take that information to group think to better the process for individuals and teams (French, 1969). Finally, measuring change that is made and letting everyone know where we stand (French, 1969). Celebrating the victories is of the upmost importance so that everyone can celebrate (French, 1969).


Realization

Planning

Implementing

SustainingPhases of Change7

(getcoherent.com, 2015)

Knowing that behaviors are important and that we should recognize them is vital to success. But also are the phases of change. We know that as Colorado Air Guard leaders there is a need to change our recruiting and retention methods. We have less money and manpower than at almost any time in recent history. With no monetary incentives and benefits it is hard to recruit and retain. We have realized the need to change (Erwin, 209). We know that we cannot entice enlistees or re enlistees with money or benefits. We also realize that without the people filling our vacant positions that Congress will not fund our Wing fully. We have the responsibility to change the way we sell our people to come and stay (Erwin, 209). Our personal cost is to possibly lose our mission if we cannot find the personal to do the job (Erwin, 209). Clearly communicating this to our shareholders, you is vital to our survival and our Constitutional mission (Erwin, 209).Planning the change is were we as shareholders need to participate bringing in our knowledge to the table (Erwin, 209). Confronting the inappropriate behavior and continuing the communication that must use force management tools to get rid of the dead weight Airman (Erwin, 209). Moving people and promoting people into different positions so that it opens vacancies for recruiters to hire to and commanders can use qualified personal to train the newbies on their way out (Erwin, 209). Hire those that fit our team and teams goals for the right reasons, not for money, but for love of job or something bigger that love of job (Erwin, 209). Next, implement the change by monitoring performance, holding people accountable, and celebrating short term wins as they happen (Erwin, 209). Finally, making sure that change is sustained, that even if we are fully funded and manned to meet the challenges of today that we stay with the change and do not rely on the money and benefits to recruit and retain people. Rather we will take care of the right people to ensure we keep the right people for the right reasons.


Fear

Mistrust

Loss of Security

Bad Timing

Predisposition to changeResistance to Change8

(mtdtraining.com, 2015

Now that we know whom we need to be as stakeholders and what we need to do. We must be aware that there will in fact be resistance to the change. The old way of doing business using incentives and benefits to try and get and keep Airman has been around for many years. Stakeholders will be unsure or fearful of the unknown when speaking to Airman about coming in or staying in the Air Guard (Forstenlechner, Lettice, & Ozbilgin, 2012). There could be mistrust and bad timing for booth the stakeholder and the Airman due to the incongruity of the Congress on our future (Forstenlechner, Lettice, & Ozbilgin, 2012). For the commander or retention manager speaking to the re enlistee their could be a loss of job security or control of their future (Forstenlechner, Lettice, & Ozbilgin, 2012). The stakeholders will have the biggest issue with the predisposition to change; they must accept responsibility for there relationship they build with each Airman (Forstenlechner, Lettice, & Ozbilgin, 2012). They can no longer say it is because of the benefit or incentive because they are now obsolete (Forstenlechner, Lettice, & Ozbilgin, 2012). It is now all about the relationship and leadership exerted by the stakeholder.


Lack of Alignment

Environment Input

Leadership Change

Strategic ChoiceTrigger Events9

(tapoueh.org, 2015)

The Colorado Air Guard has meet many change triggers that are recognized by each of the stakeholders. Lack of alignment, input for the environment, change in leadership and strategic choice have all been met as change triggers for us (Piasecka, Pettigrew, & Ryan, 2010). Being open to new opportunities or incentives is important (Piasecka, Pettigrew, & Ryan, 2010). Taking input form the stakeholders and the rest of the Airman to ensure we know that our change is taking hold and working (Piasecka, Pettigrew, & Ryan, 2010). Although, we know that with each leadership change comes decisions that effect our future regarding how we hire we should not go back to which we came from. Once we change to our new way of hiring and retention we should never go back. Yet we need to be sensitive to the fact that if incentives and benefits are renewed or brought back that we can bring them up as a secondary sales technique (Piasecka, Pettigrew, & Ryan, 2010). We stakeholders in the Colorado Air Guard have hit all these triggers several times in the last two years.


Cross Organizational Commitment

Branding

Integrate

Connect with the CommunityGoing Global10

(utexas.edu, 2015)

The stakeholders should be cognizant of global triggers to change. In this case it is up to Congress whether or not our model changes to a global threat. However, if that happens we as stakeholders can accept the change and support it (Wolpert, 2010). We will do this by cross-organizational commitment by having all Airmen perform their roles (Wolpert, 2010). We will be sure that use the common Air Guard branding and logos (Wolpert, 2010). Being able to integrate with other methods and disciplines no matter where we recruit or retain Airman in the world (Wolpert, 2010). We as stakeholders need to connect as change agents to the community to advertise and find the right people to hire (Wolpert, 2010). Finally, we will document our success stories and make them public to promote our global success stories when and if they arise (Wolpert, 2010).


Reasons

Triggers

The Change from the AgentsConclusion11

There are four major reasons for the Colorado Air Guard to hire, train, and retain differently than they are today. We must recognize the triggers that are present and others that follow. As the agents of change and stakeholders it is our job to promote the change of how we recruit and retain our Airman. We can no longer not have relationships as leaders with our Airman. We cannot rely on money to attract or keep the best and brightest Airman to continue our mission. It is our job to ensure that we get everyone in the Wing involved in getting and keep in the right people without the help of external money.11RUNNING HEADER: CHANGE

behaviormodel.org. (2015, Mar 26). http://www.behaviormodel.org/index_files/page0_2.jpg. Retrieved Mar 26, 2015, from http://www.behaviormodel.org/index_files/page0_2.jpg: http://www.behaviormodel.org/index_files/page0_2.jpgcatalystawareness. (2015, Mar 26). Loss Prevention. Retrieved Mar 26, 2015, from Loss Prevention: http://www.catalystawareness.com/images/work/schematic.pngDepartment of Defense. (2015, Mar 26). Sequestration. Retrieved Mar 26, 2015, from Sequestration: http://www.defense.gov/home/features/2013/0213_sequestration/Erwin, D. (209). Changing Organizational Performance: Examinging the Change Process. Hospital Topics , 28-40.Forstenlechner, I., Lettice, F., & Ozbilgin, M. (2012). Questioning quotas: applying a relational framework for diversity management practices in the United Arab Emirates. Human Resource Management Journal , 299-315.French, W. (1969). Organization Develpment Objectives, Assumptions and Strategies. California Managment Review , 23-34.getcoherent.com. (2015, Mar 26). http://www.getcoherent.com/images/phasesofchange.jpg. Retrieved Mar 26, 2015, from http://www.getcoherent.com/images/phasesofchange.jpg: http://www.getcoherent.com/images/phasesofchange.jpgHannan, L. R., Rankin, F. W., & Towry, K. L. (2010, May 1). The effect of organizational reporting structure on budgeting effectiveness. Springer Science Business Media , 503-536.knowhownonprofit.org. (2015, Mar 26). types of organisational structure. Retrieved Mar 26, 2015, from stucture: http://knowhownonprofit.org/organisation/orgdev/structure-and-culture/structure/flat-structure.jpg/image_previewKotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press.Long, K. C. (2011). Dr. Mary McLeod Bethune: A life Devoted to Service. Forum on PUblic Policy , 1-16.McManus, J., & Webley, S. (2013). An ethical perspective of stakeholder salience. Managment Services , 32-36.mtdtraining.com. (2015, Mar 26). http://www.mtdtraining.com/wp-content/uploads/2012/05/tug.jpg. Retrieved Mar 26, 2015, from http://www.mtdtraining.com/wp-content/uploads/2012/05/tug.jpg: http://www.mtdtraining.com/wp-content/uploads/2012/05/tug.jpgPiasecka, M., Pettigrew, S., & Ryan, M. M. (2010). Recruiting Active Citizens. Journal of Nonprofit & Public Sector Marketing , 180-197.shoemoney. (2015, Mar 26). skills to pay the bills. Retrieved Mar 26, 2015, from money: www.shoemoney.comtapoueh.org. (2015, Mar 26). http://tapoueh.org/images/event-trigger.jpg. Retrieved Mar 26, 2015, from http://tapoueh.org/images/event-trigger.jpg: http://tapoueh.org/images/event-trigger.jpgutexas.edu. (2015, Mar 26). http://www.utexas.edu/cola/orgs/lacs/_files/images/International/World%20Globe%2013495128.jpg. Retrieved Mar 26, 2015, from http://www.utexas.edu/cola/orgs/lacs/_files/images/International/World%20Globe%2013495128.jpg: http://www.utexas.edu/cola/orgs/lacs/_files/images/International/World%20Globe%2013495128.jpgWolpert, C. (2010). The Success of Caterpillars Global Approach to Change Management. Global Business and Organizational Excellence , 17-24.www.dreamstime.com. (2015, Mar 26). Uncle Sam. Retrieved Mar 26, 2015, from Uncle Sam: http://thumbs.dreamstime.com/z/happy-uncle-sam-19429232.jpg

References12

Education

Davis Module 8 ORG 521 Dr Robert Vega CSU GLOBAL