Organizational development challenges and change leadership in military brigade command

¶ … Home Exam

L100 Take Home Exam

As commanding officer, there are numerous changes and problems that must be addressed before redeployment. While some of the changes will be for the entire team, the majority of changes must be focused on the current leadership team and reestablishing a team environment. Additionally, the overall welfare and health of the group has been neglected and this must also be addressed in order to maintain a healthy team.

There are two leading changes that must be addressed immediately within the group. Change is never easy and this group underwent many changes immediately after arriving in Iraq that they were not prepared for that caused serious problems on the field. The first change that must take place is reorganization of the staff for 24-hour operations and training of the lead staff for these roles. It is well established that teams are always understaffed when they go to war, but the team failed to adapt to their full roles once arriving. The second necessary change is that of clearly defining the DCO's role before being re-deployed. It is unfair to the team and all of the leadership to send a group into combat without the slightest intention of keeping their primary roles intact.

The second issue that requires attention is training and guidance regarding the expected culture and climate of the team. When leaving for Iraq, the team worked well together and functioned successfully. Due to many breakdowns in leadership, this role quickly changed and, by the end of their deployment, the team was non-functioning. The first example of this is the assignment of training and roles given to the troops that were outside of their specialty areas. While such changes are going to happen in warfare, the leadership should have stepped up and aided the troops in making all necessary training transitions. This same point once again played out improperly when all troops were expected to perform infantry duties. While such duties are essential, this team was much more specialized and were not permitted to complete their optimal roles. Finally, the turnover rate of supplies is absolute proof of the chaos and lack of leadership when leaving for home.

The third issue is regarding the ethics of the team while performing operations. The report makes it very clear that the team had trouble when working with local police and civilians during rebuilding projects. The primary root of this issue was found to be Johnson whose policies and treatment of the locals resulted in a fast-spreading cancer within the team. Additionally, it was brought to attention that an unauthorized sniper shooting took place from within the battalion while on duty. The soldier reporting the offense has been ignored. This is a direct violation of military ethics policies, which requires a formal investigation and possibly a court martial to be commenced. Without these protocols, there is no hope of the actions of the troops being trusted or accepted by the locals in Iraq.

One enormous issue that stands to destroy what morale remains within the team is the stress levels of all troops and officers. During this transition time, it will become top priority that all officers and soldiers receive their fully paid leave time when requested and will not be allowed to remain on base after work hours. This stress appeared to have begun when the team went to Iraq, where they were consistently being given duel-hatted positions. This made it impossible for the officers to complete their work within a regular working day. While such business is standard while being deployed, there will be a strict rule enforced while the team is at home that only assigned roles will be followed and everyone's work ends at the end of their working day. Additionally, it is recommended that officers and soldiers undergo decompression therapy if necessary with their spouses if stress is still observed.

Team building within the group is going to be a challenge. Once the officers have decompressed and the stress level of everyone has subsided, team building training will begin. As noted in the 360 degree report, the troops are willing to trust and follow their officers, but the officers are not showing talented troops the same courtesy. This must end in order to have a healthy team. In order to build a healthy team again, all officers will undergo courses in coaching and mentoring, promising leaders and those who follow through with the techniques will receive incentives via additional leave and other rewards. The key is that these officers must willingly work and cooperate with their subordinates. Another example of the team building issue is arising specifically with Rockwell who was unwilling to accept ideas from subordinate officers on more creative and useful training measures. It is this form of attitude that is detrimental overall to the team and their ability to effectively train together.

It has come to my attention that there are many issues regarding learning organizations where the superior officers failed to assist in the process. The first example is the incompatible communication systems. It is the job of the officers to maintain a communication system that is not only compatible, but effective in allowing full contact to be made. The fact that this simple goal was not accomplished by the correct authorities is disappointing at best. Additionally, the useless training while on base and the improper training before deployment show a lack of leadership outside of the team that contributed to the team's overall struggles. It will become priority to confirm orders and training before leaving for deployment and ensure that all teams are fully aware of their roles and ready to fulfill those roles once arriving.