A635.8.3.RB_SiegmundWayne

Transformational Strategies

          The efforts Jim McIngvale made to turn around the drop in the housing market n 2008 and the $30 million fire that destroyed his warehouse took a strong sense of 'can do' and a belief in a strategy to get his company's culture shifted enough to adapt to a market that Gallery Furniture was not performing well in. It appears the series of unfortunate events was Jim's perfect stage to implement culture change. However, it took a specific technique that Jim utilized after reading "Influencer: The Power to Change Anything" from the Wall Street Journal. Had I been in Jim's shoes after these devastating events, I would have been reaching for straws. Jim took this opportunity to change a 30-year cultural behavior into one that placed the customer first and foremost. 

          It is easy to relate to Jim's decisions when placed in a crisis situation. A holistic look at his company when his company was threatened to no longer exist was the perfect opportunity to create organizational transformation. In Jim's case, the strategic changes he made were directly related to culture and therefore was able to manage the risk based on his vision.

          Stanley McChrystal learned to integrate himself into a very dynamic culture that had literally changed overnight. The force he used to lead fell on the backbone of history's leaders and now McChrystal had to humble his perception and become open to subordinate's know-how in order to learn the ways of the force and adapt if he was to continue to be an effective leader in a new emerging landscape. Stanley soon realized he was dealing with a decentralized force spread out around the world consisting of young and old personnel bringing with them a whole new set of skills and understanding about their individual jobs. Stanley had to learn how to communicate, mentor, trust, support, gain trust, and motivate them via technology. 

          In his corporate environment, the military, corporate culture is strong; where members' commitment and sharing of values were tightly interwoven. In this environment, there is no opportunity to single-handedly change the culture. Stanley's strategy to adapt to the global environment in which he worked was by shifting hs perception. Due to the fact Stanley's leading style no longer was compatible with the new emerging culture, he had to manage his strategy of self-change around the culture. I can only imagine the difficulty of changing one's lifelong understanding and perception of interacting with their environment to an inverted way of thinking; listening and learning vice giving orders.

           In both environments, the struggle to manage risk and employ strategy in and around culture can be a daunting one. Understanding how best to mitigate risk all the while employing a strategy that will effectively produce desired results in support of an organization's vision allows hope for organizational transformation to endure.

References:

Brown, D. R. (2011). An experiential approach to organizational development. 8th Ed. Upper Saddle River: NJ. Pearson.

McChrystal, S., TED2011 (2011, March). Listen, learn...then lead. Ted Talk. Retrieved from https://www.ted.com/talks/stanley_mcchrystal_listen_learn_then_lead#t-925407

Vitalsmarts (2012, Septemeber 17). Influencer: Gallery furniture case study. YouTube. Retrieved from https://www.youtube.com/watch?time_continue=90&v=E20RW75Fhu4&feature=emb_logo

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Self-Managing Teams

          Self-managed teams introduce a capability when properly developed and implemented that not only replaces a typical organizational team but improves its functionality, its intrateam integration, production, organizational awareness, and output. In addition, self-managed teams often find greater job satisfaction through quality work, and rewards and benefits (Brown, 2011). These self-managed teams also enjoy autonomy; independence that leads to ownership of a project or goal. This pride that comes with such autonomy leads to a great deal of satisfaction when meaning is not only provided behind its purpose but meaning given by those claiming ownership. Knowing that you are a part of a team that has been empowered to make decisions on behalf of an organization is a renewal of that empowerment. If an open-books policy is provided along with a culture of clear flat communication, I can see an additional benefit of having a sense of organizational ownership that only comes with trust and support by upper management.

          While there are many benefits to self-managed teams, Brown (2011) cautions on several considerations when developing, or using such teams: "self-managed work teams may not be appropriate to the task, people and context; the organization does not perceive a need to change; managers and leaders are vague about their roles; organizations that do not reward performance are likely to run into problems; a lack of training can cause self-managed work teams to fail; because there are fewer layers in an organization, there are fewer opportunities for advancement into managerial positions; and building self-managed work teams is not a one-shot activity" (p. 353). These issues, while definite concerns within an organization supporting self-managed work teams would be best utilized while developing them so as to be aware of such pitfalls and avoid them.

          In my current community, we have what is called working-groups. Depending on the level of the organization you are working in, this name may be referred to as something different but they are all generally the same. Nonetheless, these groups function relatively the same as self-managed working teams. My time in these working groups has been the most rewarding and enjoyable of my tenure. I enjoyed autonomy, open-books access, freedom to provide input, develop new policies, Operational Directives, and Operations Center Standard Operating Procedures with the full support of higher management. However, withstanding any extra incentives, the enjoyment of the autonomy and freedom of work along with the quality of our results lent much in the way of benefits of working within such a team. I would love to develop, be a part of, or even coordinate such self-managed teams!

         As a Navy Chief, I feel I can draw numerous parallels in competencies required to be an effective external manager. A Navy Chief manages and leads all the while mentoring up-and-coming leaders (the internal team leader). I do not often inject my input but leave the decision-making to the rest of the platoon (self-managed working team) to develop solutions and accomplish tasks. I simply support and facilitate what they've been directed to accomplish. If they require some guidance along the way, I am at their disposal 24/7. Throughout my time as this external manager, I suppose the competencies I would need to be effective would include being a coach, teacher, mentor, cheerleader, goal definer, vision provider, resource manager, grand communicator, and facilitator. Brown (2011) offers "The coordinator functions largely as an energizer, teacher, and facilitator by encouraging the team's self-managing behaviors, learning, goal-setting, creativity, self-evaluation, feedback to one another, new ways of problem solving, and group problem solving." As in most cases of leadership development, I always find it best to be a part of what you want to manage and lead so as to have the experience to fully understand the depths and nuances of how to best go about becoming and performing as an effective external manager.

References:

Brown, D. R. (2011). An experiential approach to organization development. Boston, MA: Prentice Hall.

INSEAD (2008, September 22). Self-managing teams: debunking the leadership paradox. Youtube. Retrieved from https://www.youtube.com/watch?list=RDCMUC9aeQQ-NqjHS3nfiod2PMSA&v=GBnR00qgGgM&feature=emb_rel_end.

A635.6.3.RB_SiegmundWayne

Eco Seagate

          Eco Seagate is a 5-day team-building outdoor lab experience involving 40 teams of five people competing in multiple events culminating in a "40-kilometer adventure race through a course consisting of biking, climbing, traversing unknown terrain with a vague map, kayaking, traversing canyons on cables, and running" (Brown, 2011).

          What appears to be nothing more than a grueling 5-day competition with your co-workers is, in fact, a team-building experience none of the participants will soon forget. Ordinary working folk in an organizational environment is typically independently comfortable at their desk, in the lounge, using the restroom, smoking outside and socializing with their colleagues. Place these individuals in an austere environment they have never navigated nor traversed, and many, if not most instantly become dependant for help and support. This type of co-dependency requires trust, faith, commitment, compromise, listening, observing, and problem-solving. People participating in Eco Seagate are more-less forced to rely on each other to accomplish team tasks.

          There is great value in introducing a corporate organization to a multi-day outdoor team building adventure where not only are they learning to look to each other's talents and skills, but to their own and how to incorporate and integrate them within a team and an environment of many unknowns. Bill Watkins, CEO of Seagate, felt the value would lie in taking the team-work and leadership skills developed at Eco Seagate and bringing it back into the organizational environment (Brown, 2011). While this may be true, I believe it goes beyond the workplace environment. When ordinary people have an ordinary experience, it changes them. They perceive themselves as different, more capable, more confident. In addition, they may even learn to look at others differently, as if they may bring more to the table than what is seen. To come to learn one has the ability to go beyond what they thought was possible physically, mentally, and emotionally is an individual revelation and inspiring. People grow through these types of experiences and are nothing short of invaluable.

          The awareness, skill-building, team-work, and integration learned out in an environment that is uncomfortable and exhausting, yet exhilarating, present in numerous opportunities to see the effects of decision-making at the individual and team levels instantly as well as over time. Where false confidence once stood, where insecurity once had held, and doubt lingered, now is replaced with quiet confidence, self-surety, and faith in one's self to apply and integrate into a team effort. Coming to understand the inner workings of a team can enlighten communication, assumptions, team skills and talents, integration of intrateam processes, and constructive feedback. Only through gains like these can a developing team break through to high performance where each team member can anticipate the requirements, expectations, and reactions of the other team members in a timely and efficient manner.

          My organization not only could but does benefit from a similar type of event that lasts much longer and focuses on the individual as well as team fortitude. The endurance, integrity, and fortitude required are more of a rite of passage rather than an annual event though. Nonetheless, the team-building events involved are not only invaluable but necessary. Only high-performing teams are expected in my community. Anything less will not be tolerated. I believe any organization where individuals are required to work together in teams should experience something like the Eco Seagate event at least once if not more.

References:

Brown D. R. (2011). An experiential approach to organizational development. Boston, MA: Prentice Hall.

Friki (2018). Navy seals buds class 234 //part 2 of 6// it pays to be a winner. Dailymotion. Retrieved from https://www.dailymotion.com/video/x6y83rr

Seagate (2008, April 25). Eco seagate 2008 1/3. Youtube. Retrieved from https://www.youtube.com/watch?v=zCOfOFMiLtE&feature=youtu.be

          

A635.5.3.RB_SiegmundWayne

Brainstorming with Steve Jobs' NeXT Startup Team

          In the working groups Steve Jobs created at Pebble Beach, California in the early '80s, it appeared the culture was formed around a raw, entrepreneurial mindset where devising a company, a logo, a product, and getting it to market was what the retreats were all about. Getting away to a relaxing, enjoyable off-site location where the group can co-create was a vital component in allowing brainstorming to occur and sustain. Once the brainstorming discussions began, all that mattered was what each individual brought to the discussions that pushed to the growth of the new company up.

          Based on the personalities, characteristics, and disposition of the members of the NeXT Startup Team, I believe I would have fit in as a contributing team member offering insights in numerous areas to include the schedule's deadline, defining the problem, cutting costs, tying periodic progress with vision, marketing, and motivation. My approach to all of these areas typically begin with listening to what others have to say and understand where they may be coming from as well as understanding where it appears they want to go in the discussion. Once I have a firm grip on where the group wants to go with the brainstorming session, I typically would offer an idea or perspective based on a relative experience or an idea not yet considered that may affect the problem set.

          My independence attribute lends me the ability to think for myself, problem-solve, and create independent of the working group, offering up unique ideas and solutions. In the realm of achievement, I would leave the identification of milestones achieved to Steve Jobs. As the Chairman with the vision the team is working towards, he would be the one to measure and determine which achievements are worth mentioning and which ones were not. In this brainstorming environment, I do not require much in the way of recognition. A feeling of contribution would be enough. Being recognized as a valuable contributor would settle my dust in terms of this attribute. My ability to assess risk versus gain in this environment would come out as the devil's advocate. I would point out opposing concerns that may need to be but have not yet been considered. I would approach financial issues initially theoretically, then pragmatically. This approach helps me understand where we want to go as well as how we will get there in terms of funds. Leveraging a strong characteristic of problem-solving within innovation motivates me to brainstorm right along with others; bouncing ideas in more of a smaller sidebar group instead of a Chairman-led brainstorming group. Nonetheless, this characteristic would allow me to confidently bring up issues and their potential solutions. Finally, my multi-tasking attribute keeps me focused on details as well as time schedules; issues discussed at the retreat. Creating a reverse timeline from the 'due date' back to current time can show incrementally what is required at any given time segment and if it is possible to accomplish within the given time frame.

          Being aware of the other member's area of expertise and experience, I would tend to be a bit more reserved trying to capture what is being said, how well it is being delivered, and how others are receiving them. This observation in communication also assists me in becoming aware of the group's conversational transaction effectiveness. In truth, at the end of the day, I would be learning about each individual's job position and responsibilities and how everyone interacts. Having this information affords me a certain amount of confidence in knowing when to speak up, what to offer up, and how to deliver it most effectively. I would have loved being a part of Steve Jobs' NeXT STartup Team brainstorming retreat.

Reference:

Job's Official (2017, November 23). Steve jobs brainstorms with the next team 1985. Youtube. Retrieved from https://www.youtube.com/watch?v=Udi0rk3jZYM.

          

          

A635.4.3.RB_SiegmundWayne

Build a Tower, Build a Team

          It makes sense that while MBA students may be trained to find the single right plan, children go through an iterative process of building prototypes and learning from each what works and what doesn't (Wujec, 2010). I know from watching my own children that they explore ideas and try to make them a reality. When it becomes a reality, they decide if it turned out the way they intended it to; if not, they try something else. In general, I agree with Wujec's (2010) explanation, however, I also feel it is not so black and white all the time. Depending on any given child in a group working together, they may get discouraged because they don't feel they have any good ideas to contribute. On the contrary, one child may feel only their ideas are good and try to take over hampering the team effort.

          Personally, I think kids perform better than MBA students because they are more attuned to their creativity. Children don't necessarily know what's possible and what's not and therefore explores numerous options given their resources. Most children are also very good at asking for help in assisting in what they want to accomplish whereas adults may be less inclined to ask believing it is their job to do the work and no one else's. In addition, because children often play, they are apt to work through problem-solving as they discover something that either needs to be understood, changed, or created. My oldest daughter, as a school project, had to develop a cause and effect scenario, record how it works, and submit it for review. After an hour of collecting baskets, utensils, string, toys, and boxes, she had to work through multiple set-ups that included a pulley system that would eventually trap a rat. After many revisions, it worked - hypothetically (it was a toy rat). "Some research suggests that the way kids play contributes to their ability to solve divergent problems; a problem that yields itself to multiple solutions" (Dewar, 2014).

          I believe CEOs are or can be, victims of their own successes. The more CEOs make decisions that help them problem-solve, the more their approach to problem-solving will remain the same as long as they see themselves as successful. With that said, an executive assistant may be that outside, objective perspective the CEOs need to get beyond their limited view on the problem. In addition, an executive assistant that has known the CEO for some time may understand how the CEO thinks, thus looks at the problem-set in such a way that provides a solution amenable to the CEO.

          If I were to facilitate a process intervention with respect to Wujec's (2010) video content, I would pay close attention to the team's behavior; individual as well as between themselves. I would look for those that have taken a back seat or feel left out. I would approach them asking what they think makes the task so challenging and what ideas they had. I would also look for contention between the team members and distract them with some new ideas, or thoughts on how they can move forward. I may provide comments of encouragement and support to facilitate how they feel about their efforts. I would also ensure everyone understood exactly what the directions and the objectives were. Mostly, I would be observing and listening to their teamwork activities to follow their cohesiveness and effectiveness and offer quick injections of how they can better utilize their resources.

          One of my favorite things to do is step out of a working group and assess it's behavioral and process activities for efficiency. Understanding that children improve their problem-solving skills through all types of play peaks my curiosity as to how I can implement a similar process amongst adults without actually giving them toys. Playing with brainstorming as an approach over just providing a task to problem-solve may be on par, or perhaps making a game out of it may also prove beneficial to the creative process.

References

Dewar, G. (2014). The cognitive behaviors of play; Effects on the learning brain. Retrieved from https://www.parentingscience.com/benefits-of-play.html

Wujec, Tom (2010, February). Build a tower, build a team. TED Talk. Retrieved from https://www.ted.com/talks/tom_wujec_build_a_tower_build_a_team#t-254391

A635.3.3.RB_SiegmundWayne

50 Reasons Not to Change

          Change is not seen as an easy thing to create; at least not in a way that one would desire. Nonetheless, change occurs every day, everywhere. It is the nature of things to change. However, people are creatures of habit and prefer to remain comfortable in a familiar routine. Knowing this, it can seem overwhelming the idea of making a change in terms of the status quo. It seems more likely to get push back from the naysayers than support from others. How many people, believing they may isolate themselves, will stand up and support an idea that challenges the status quo? Most likely, if any, will not extend themselves that far in the name of self-preservation; remaining a part of the current tribe.

           The excuses listed throughout the graphic, '50 Reasons Not to Change" (Watkins, 2011), are all too common. I hear these excuses at home, at work, amongst peers, and even colleagues. We are most certainly in no shortage of these types of excuses; unjustified, unchallenged, and unfounded. Having been a nationally competing gymnast and a Special Forces member for over 40 years combined, I had little to no tolerance for these types of excuses. I grew up being taught that I can do anything I put my mind to (thanks mom). Challenge up! So, every challenge that presented itself, I presented myself saying, 'actually, yes I can watch me.' Now, when I hear my colleagues throw around these excuses like its small talk, I immediately and diplomatically challenge their perspective with a plethora of versions from the 5 Ws; who said? when did that happen? where did that take place? what makes you think that? and my favorite, why? In the end, I often get my point across...you're making an excuse!

          Years ago, I have caught myself using some of these excuses for a myriad of reasons such as being lazy, too comfortable, feeling the gain did not outweigh the loss, or because I was emotionally attached (addicted) to a feeling or behavior. It was not common for me to use excuses, but when I did it was often for one of these reasons. Brown (2011) shared some of the reasons for one's resistance to change may be due to the following: the comfort zone, fear of the unknown, disruption of a routine, loss of benefits, threat to security, threat to position power, redistribution of power, disturb existing social networks, and conformity to norms and culture. If an individual (change agent) can somehow gain buy-in from another (resistance), then we have begun change. I often use empathy to associate and build a common ground so the resistance understands I can relate to their concerns and return to them from a common framework. These types of responses to change efforts are not always easy to overcome. Depending on the person(s), I think a number of factors can be considered that may be a catalyst for a change in thinking. Perhaps the catalyst touches an interest, a curiosity, or perhaps even a passion of another. If we can show the resistance that the change better serves them as part of the whole, or that the gain outweighs their loss, we may have a chance at changing this type of thinking in response to change efforts. On the other hand, there will be those we can not change.

          In Godin's (2009) TED Talk, "The Tribes We Lead," he discusses how the charisma of a leader can attract others of like-mind to spread the message to attract others of like-mind in an attempt to create a moment. While I do not think change is driven by tribes alone, I do believe this is a very effective way of creating change. It's not people that we would be changing, but gathering enough of the right people to incur a change about an idea. 

          Reflecting on this exercise, I am inclined to take away the concept around the cyclic module of Challenging, Culture, and Committing. Remembering and applying the consideration of who it is I am upsetting will help me be aware of that party and consider how best to help them transition from resistance to acceptance. Remembering and applying the act of connecting with the like-minded people in an attempt to build a culture. Finally, committing to that culture and continuously challenge the status quo as the movement spreads.

          In our change efforts, as we confront resistance, create new cultures, deviate from old cultures, address budget concerns and develop processes in support of the new movement, when and how do we manage unexpected third and fourth-order effects? Can these effects kill the movement? Can a movement ever be regenerated once it loses momentum?

References

Brown, D. R. (2011). An experiential approach to organization development. Boston. MA: Prentice Hall.

Godin, S (2009, February). The tribes we lead. TED Talk. Retrieved from https://www.ted.com/talks/seth_godin_the_tribes_we_lead#t-1027179

Watkins, D (n.d.). 50 Reasons not to change. Retrieved from https://erau.instructure.com/courses/113760/assignments/2076642

A635.2.3.RB_SiegmundWayne

How Companies Can Make Better Decisions

Reflections by Wayne Siegmund

          In my experience, a company's culture shows there are numerous nuances in inter and intrapersonal relationships that lead to how employees choose to integrate themselves across the organization to include decision-making opportunities. Some of these nuances are driven by one's own self-worth, trust, fear, position, and expectations. When employees feel welcomed to engage if they want to, I believe a sense of acceptance is felt by the employee allowing them to feel comfortable in engaging and making a decision. However, when an employee is expected to make decisions, depending on the employee's experience and position amongst their peers, they may feel anxious or confident. However, if an employee is purposefully engaging to make decisions within their organization, there is more than likely a good chance the employee feels connected to their peers and organization resulting in better decision effectiveness. Yoerger et al (2015) offer "Past studies have found that individual's levels of participation in meetings was positively related to performance and greater commitment in carrying out the course of action decided upon during those meetings" (as cited by Rosenberg & Rosenstein, 1980; Sagie & Koslowsky, 1996).
          Having the right leaders, with the right information in decision-making roles, can produce excellent results given the timing and culture within a given organizational environment possessing a flatter-than-hierarchal structure. However, various obstacles can impede good decision-making. I believe if the timing is not good, the decisions may not be received well by the other invested parties, or will not receive the effects as originally anticipated. If the employee chosen to make the decision does not have the relative education or experience for that position, the organization risks acting on a poor decision that may lead to unrecoverable effects.
          According to Blenko (2016), she believes there are five obstacles that can impede the process of good decision-making. These impediments can be organizational complexity, a lack of clarity in who should make the decisions, the decision-maker making decisions based on wrong information, leadership behaviors that include lacking a previously organized constructive debate on the matter, and having the wrong talent in the position of the decision-maker role.
          Echoing Blenko's (2016) words, I believe a good decision made quickly and executed effectively with the right amount of effort can lead to high financial performance. I also believe planning ought to be an element leading to decision effectiveness as well. As it appears each element leads to the next, what precedes Quality? I can only imagine that solid planning where understanding the complete framework of the context of the matter, as well as all the affected aspects that the decision touches, must be known and considered in order to ensure that the decision is, in fact, a high-quality one. Otherwise, the ripple of 3rd and 4th order effects may go unseen wreaking havoc behind the organization's construct just to discover the potential financial or reputational injury to the organization months or even years down the road.
          The best thing I can take away for use in my organization at this time is applying the awareness of the impediments that can hinder good decision-making.  Being more aware of this can help set me up for success rather than delaying the process or hurting the organization. Often in my community, poor decisions are made, but go unrecognized until the effects are acknowledged; this is a waste of time, effort, and money.

References

Allen, J. A., Crowe, J. & Yoerger, M. (2015). Participate or Else!: The Effect of Participation in                  Decision-Making in Meetings on Employee Engagement [Article Submitted for Publication].              Department of Psychology, University of Nebraska.

Blenko, M. (2016, November 1). How companies can make better decisions, faster [Video].                          Youtube. https://www.youtube.com/watch?v=VGw6QNRjPrQ.

Brown, D. R. (2011). An experiential approach to organization development. Boston, MA: Prentice              Hall.

A635.1.3.RB_SiegmundWayne

21st Century Enlightenment

     For many years now, I have contemplated what it means to be living in today's society and the world at large. I wonder what my place is in it all. Asking myself questions about where we are going as a global society and if we are bound to repeat history or learn from our past mistakes shifts my perception to one of greater self-awareness. It is not enough to just be happy with your friends. We, collectively, must share a vision that contributes to the world writ large. As we all learn what it means to share and come from a common framework, we will make better decisions as they relate to each other with empathy being the foundation.

     The work conducted by Taylor (2010) addresses multiple concepts drawing on history's previous enlightened periods to highlight today's current need for our global society to conscientiously apply what we have learned so that we may forge beyond what we have been able to achieve socially, technically, economically and humanistically. I think the title was meant to invoke a call to a new awareness; an awareness based on a change in the way we think in order to perceive the outside world in a new light, thus making new decisions based on a new perception. It is no longer a good idea to believe we are just by continuing to ride the coattails of our founding forefathers. 

     Albert Einstein is credited with the quote, 'the definition of insanity is doing something over and over again and expecting a different result." Change will not come about in our lives until we make different decisions. As creatures of habit, humans tend to repeat their behaviors and in turn, see the same world we have always seen when it comes to healthcare, civil rights, minority groups, gender inequality, racism, and religious persecution to name a few. I believe Taylor (2010) meant, when he said, "to live differently, you have to think differently," a person cannot truly change their lives until they look at their lives differently. The type of conscious decision making Taylor is eluding to is mindfulness. We must become more mindful of ourselves and those around us. If we continue to react to our environment out of some humanistic ritual behavior, we will be doomed to see history's results. Whenever I intended to change my diet in hopes of detoxifying my system and eating healthier, I would often find myself reverting back to the same old eating habits. Inspiration is the fuel to initiate change. Motivation is the force to sustain it. However, motivation must be nested in the root thought or the thought behind the thought. It must touch us on an emotional level so that we may continue to be moved by it.

     When I returned from Germany in August of 2018, I moved to an area different than I had prior to moving to Germany. In the new area, I looked for a diesel mechanic workshop for my truck. After a few weeks of shopping around, I found myself defaulting to my original mechanic that was outside the area. The reason for choosing him again despite the distance was because I had no idea what the reputation and work history was of these other diesel technicians. I chose to go with who I was familiar with instead of taking the risk of choosing an unknown quantity. I was afraid of changing mechanics because I did not know what would come of it, so I deemed it the wrong choice. However, I know if I continue to make the same decisions, I will never learn what may come from new and different ones. Similarly, I think Taylor is saying the same thing when he argues that we need "to resist our tendencies to make right or true that which is merely familiar and wrong or false that of which is only strange" (2010).

     In the case of welcoming new service members to the command, consideration of their new environment must be helping them find a comfortable shift into the new culture as they adapt to the norms. According to Brown (2011), if the adaptation period is ineffective, "...a new member may choose to rebel, to reject all values, or to leave the organization altogether."

     It is not only possible to "...eschew elements of pop culture that degrade people and ... spend more time looking into what develops empathetic citizens," it is a moral imperative that we do so if we are to help people grow from a culture of insensitivity to one of empathetic morality (Taylor, 2010). It seems the framework from which most people come from is that of an egocentric perspective that builds walls of insensitivity and moral blindness; where people disassociate from personal responsibility and point fingers. 

     In my experience of team-developing, mentoring, and guiding within my organization as a Navy Chief, the implications of atomizing any given collaborative effort could be numerous depending on what the objective is within the organizational change effort. Normally, if we were to see it as potentially a destructive effect on their growth, then the implications could be a breakdown in cohesive teamwork, a disruption of collaboration, isolation of team members, and possibly an increase in feelings of insecurity and incompetence. 

     As a senior enlisted member within the ranks of my organization, I am at a place in my career where I am not only expected to take initiative to make changes that foster teamwork, professional development, inter-department collaboration, and improves organizational efficiencies, but I am also inclined to leave the organization better than I found it. Seeing I have been around this command for over five years, I find it necessary to provide insight and a holistic look at how they are conducting business in terms of evaluating both pivotal and peripheral norms. One area of contention is a lack of genuineness on behalf of their senior officers. Unfortunately, the concept of the 'good 'ole boy club' is still flowing through many of these types of organizations where the fair treatment of all does not always apply.  However, it has been ever evident that the rotational inertia has been such that new people with new ideas can and will come through on their two to four-year tour and change once again all that has been developed. This begs the question, to what avail am I taking the time and effort to develop something anew just to have it all undone after I depart? If change development is to be recommended, yet the Headquarters element is not all in agreement, development processes can become stagnant at the first signs of 'strange'.

Reference

Brown, D. R. (2010). An experiential approach to organization development. Boston, MA: Prentice         Hall.

Taylor, M. [Matthew Taylor]. (2010, August 19). Rsanimate: 21st-century enlightenment. [Video].           Youtube. https://www.youtube.com/watch?v=AC7ANGMy0yo