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The CALL report also indicated a potential problem existed within the culture of the organization

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Red Cycle: The battalion commander stated, “We’re caught between a rock and a hard place because we tell Soldiers to spend quality time with their families after being away for nine months and getting ready for NTC and ERI, then pile on so many competing requirements, they have to work until 1800 hours each night.

The battalion command sergeant major added, “This is worse than I’ve ever seen it. It seems we cannot catch a break on the ever-increasing extra duties and work details

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See below notes on change process

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CALL and Center for the Army Profession and Leadership (CAPL) assessments

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CALL and Center for the Army Profession and Leadership (CAPL) assessments

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the official record indicates significant challenges requiring attention

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records from Afghanistan indicate the unit was successful in accomplishing all missions

VBIED attack killed the Brigade CDR, CSM and one Battalion CDR

During the deployment, the brigade redeployed more than 100 Soldiers for non-combat-related medical problems.

The 4th ABCT trained for the wrong mission-essential tasks during its training for deployment to Afghanistan.

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stress because of the unknown requirements of the ERI mission and the affect they anticipate it has on their families

"Wife is fed up with the unit"

“I am tired of getting chewed out about the smallest of issues. The leadership around here is on edge all the time.

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Assessment revealed lack of willingness to include subordinates in decision-making and fell short of expectations on developing subordinates, coaching, and counseling

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Generate, Analyze, Compare Possible Solutions

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Generate, Analyze, Compare Possible Solutions

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study of how people ought to live, that result in guidelines for decisions

Study of  Organizations ought to operate, that results in guideposts for organizational decisions

The Just Man, The Good, The Wheel, The Citizen, The Way

One perspective comes from a view that desirable virtues such as courage, justice, and benevolence define ethical outcomes.

A second perspective comes from a set of agreed-upon values or rules, such as the Army Values or Constitutional rights.

A third perspective bases the consequences of the decision on whatever produces the greatest good for the greatest number as most favorable.

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Stressors, Strain, Stress Response, Stress Behaviors
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Primary Stressor Dimensions in Modern Military Operations:

Isolation, Workload, Danger, Boredom, Powerlessness, Ambiguity

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One of the inbound lieutenants is a recent graduate of Ranger School and he wanted to know where to put her. She is a logistics officer. He also mentioned, “We don’t need this kind of attention or problem, and this is going to be a big one

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Chap 9 9-11
-Assess the need for change
-Build a guiding coalition
-create and communicate a compelling vision
-Determine how to implement vision
-Empower other to act
-Facilitate learning
- Goal reinforcement
-Hone the change process through monitoring and reinvesting

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You think we have problems, you don’t know the half of it, the things I am hearing and seeing should be his priority.” She continued voicing her concerns. “Without getting into too much detail I am actively counseling eight separate couples regarding infidelity or other marriage related issues.

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BEING PREPARED FOR EXPECTED AND UNEXPECTED CHALLENGES
EXPANDING KNOWLEDGE
DEVELOPING SELF-AWARENESS

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CREATES A POSITIVE ENVIRONMENT/FOSTERS ESPRIT DECORPS 

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CREATES A POSITIVE ENVIRONMENT/FOSTERS ESPRIT DECORPS 

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ESTABLISHING A POSITIVE ENVIRONMENT
ASSESSING ENVIRONMENT
BUILDING TRUST AND COHESION
ENCOURAGING INITIATIVE
DEMONSTRATING CARE FOR PEOPLE
ESPRIT DE CORPS, TRADITION, AND HISTORY

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This battalion, “The War Hawks,” gained a reputation for being star performers and they are very proud of the other division patch they wear on their right shoulder
Prior to Deployment Morale was high across the brigade

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EMPOWERING LEARNING
ASSESSING DEVELOPMENTAL NEEDS
COUNSELING, COACHING, AND MENTORING
Counseling
Coaching
DEVELOPING TEAMS

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SUPPORTING PROFESSIONAL AND PERSONAL GROWTH
IMPROVING THE ORGANIZATION FOR THE LONG-TERM

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6-24. A healthy Army culture and organizational climate will exhibit six overarching characteristics (see

AR 600-100 ):

l The Army culture and unit climate foster unity, cohesion, and trust.

l The culture promotes and rewards mental agility, the ability to break from established paradigms, recognize new patterns or circumstances, and adopt new solutions to problems.

l The Army supports the selection of leaders and rewards members who demonstrate the ability to sense and understand the environment quickly to exploit fleeting opportunities or counter

unexpected threats.

l The Army requires and rewards delegation of authority on the part of leaders, and the

understanding and prompt, thorough execution of leader’s intent (two levels up) by subordinates.

l The Army selects and rewards leaders who provide clear priorities and focus their unit’s time and

organizational energy on their mission.

l The Army culture is one of inclusion that demands diversity of knowledge and perspectives to

accomplish missions ethically, effectively, and efficiently.

6-30. To accurately assess organizational climates, leaders can develop a focused plan of action as follows—

l Assess the unit. Observe those in the unit, gather feedback, and conduct focus group sessions of

the workplace. Chaplains may assist with ethical climate assessment through informal means or

by use of ethical climate assessment surveys (see GTA 22-06-001).

l Analyze gathered information to identify what needs improvement. After identifying what needs

improvement, begin developing courses of action for improvements.

l Select a plan of action to correct identified weaknesses. Gather important information, assess

limitations and risks associated with the various courses, identify available key personnel and

resources, and verify facts and assumptions. Attempt to predict outcomes for each possible course

of action. Based on predictions, select several leader actions to address target issues.

l Execute the plan of action by educating, training, or counseling subordinates; instituting new

policies or procedures; and revising or enforcing proper systems of rewards and punishment.

Periodically reassess the chosen actions.

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Soldiers in the section seem unmotivated and have a general lack of discipline across the group

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CPT Cooper

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ABCT is experiencing a growing trend in three negative areas, domestic abuse, DUI, and divorces

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1. Allowing too much complacency

2. Failing to create a sufficiently powerful guiding coalition

3. Underestimating the power of vision

4. Under-communicating the vision

5. Permitting obstacles to block the vision

6. Failing to create short-term wins

7. Declaring victory too soon

8. Neglecting to anchor changes firmly in the corporate culture

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1. Establishing a sense of urgency

2. Creating the guiding coalition

3. Developing a vision and strategy

4. Communicating the change vision

5. Empowering broad-based action

6. Generating short-term wins

7. Consolidating gains and producing more change

8. Anchoring new approaches in the culture

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Begins with a Goal..and then a vision:
Guidance (the Why)
Priorities (the What)
Direction (the How)