Benefits of Change Management Models

L3Harris: Interview and Change Model

Introduction

L3 Harris is a leader in aerospace and defense technology, focusing on innovative solutions and design excellence. To further develop its organizational effectiveness and foster a positive work culture, a Positive Organizational Diagnosis Exercise was conducted based on an interview with a long-standing employee. This paper examines the strengths, unique qualities, and aspirations of L3 Harris, outlines a positive change agenda, and recommends specific actions to exemplify and model positive change.

Positive Organizational Diagnosis of L3 Harris

The Positive Organizational Diagnosis Exercise at L3 Harris involved a detailed interview with a senior engineer who has been with the company for over a decade. The employee spoke highly of the company’s innovative spirit, collaborative culture, and the leadership’s openness to new ideas, identifying these as the organization’s core strengths. He recounted instances of extraordinary cooperation and teamwork, particularly during challenging projects, highlighting the employees’ dedication and the strong sense of camaraderie that pervades the teams.

The organization’s culture was described as energizing and revitalizing, with a clear vision that motivates the team towards excellence. The employee expressed admiration for leaders who lead by example, communicate effectively, and create a supportive environment. This high level of engagement and satisfaction among the employees is indicative of the positive work environment at L3 Harris.

A Positive Change Agenda for L3 Harris

Building on the insights gained from the interview, a plan for leading positive change at L3 Harris was developed. The plan focuses on creating a positive climate, generating readiness for change, communicating a vision of abundance, generating commitment to the vision, and institutionalizing positive change.

1. Creating a Positive Climate: L3 Harris will initiate recognition programs to celebrate individual and team achievements, and organize team-building activities to strengthen bonds and enhance collaboration (Adler, 2008; Fullen, 2007).

2. Creating Readiness for Positive Change: Training programs will be introduced to equip employees with necessary skills and knowledge, and open forums will be established to encourage employees to voice their opinions and contribute ideas (Armenakis & Harris, 2002; Gartner, 2013).

3. Communicating a Vision of Abundance: The vision of L3 Harris as a global leader in aerospace and defense technology will be communicated clearly to every employee, ensuring alignment and connection with the organizational goals (Muthusamy, 2019; Pearce, 2003).

4. Generating Commitment to the Vision: Leaders at L3 Harris will demonstrate their dedication to the company’s goals, and employees will be involved in decision-making processes to ensure they feel valued and invested in the company’s success (Dvir et al., 2004; Herold et al., 2008).

5. Institutionalizing Positive Change: Performance metrics will be established to monitor progress, and feedback mechanisms will be put in place to continuously gather input from employees and make necessary adjustments (Armenakis et al., 2000; Dambrin et al., 2007).

Personal Actions to Exemplify Positive Change

As a committed member of the L3 Harris team, I will actively participate in training programs, seek opportunities to enhance my skills, and strive to create a supportive environment for my colleagues. I will recognize and celebrate the achievements of my peers, contributing to a positive and inclusive work culture.

Conclusion

The Positive Organizational Diagnosis Exercise at L3 Harris, based on the insights from a single, yet insightful interview, has laid the groundwork for positive change. The Appreciative Inquiry Model serves as a guiding framework, encouraging a focus on the organization’s strengths and potential. Through the implementation of the positive change agenda and a personal commitment to exemplifying positive change, L3 Harris is well-positioned to enhance its organizational effectiveness, foster a positive work environment, and continue its legacy of innovation and excellence.

References

Adler, N. J. (2008). Global business as an agent of world benefit: New international business

perspectives leading positive change. Handbook of research on global corporate citizenship, 374-401.

Armenakis, A. A., Harris, S. G., & Feild, H. S. (2000). Making change permanent a model for