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12 Months

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No actions on the results

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Loss of BDE Command Team and BTN CO

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Exhibit 2.1: The Three Levels of Culture.

1.   Artifacts
o Visible and feelable structures and processes
o Observed behavior
§ Difficult to decipher

2.  Espoused Beliefs and Values
o Ideals, goals, values, aspirations
o Ideologies
o Rationalizations
§ May or may not be congruent with behavior and other artifacts

3.   Basic Underlying Assumptions
o Unconscious, taken-for-granted beliefs and values
§ Determine behavior, perception, thought, and feeling

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Isolation of BTNs, Less unity after deployment

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Isolation of BTNs, Less unity after deployment

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Stovepiping of decision making processes / Conflicting Guidance

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Stovepiping of decision making processes / Conflicting Guidance

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Activity of Influencing by 1)Purpose
2) Direction
3) Motivation
IOT
a) Accomplish the mission
b) Improve the Organization

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Gallos: Sensemaking involves three fundamental steps:
1) noticing something, 2) deciding what to make of it, and
3)determining what to do about it.

multiframe diagnosticians who can understand what's really happening and assess how well their talents and skills match current organizational needs

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L100 Foundations - Bringing it all together

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L100 Foundations - Bringing it all together

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Leadership Development Programs, or lack thereof

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Leadership Development Programs, or lack thereof

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Esprit de Corps devolved to "Sanctioned Hazing"

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Esprit de Corps devolved to "Sanctioned Hazing"

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Incremental loss in confidence of senior leaders

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Incremental loss in confidence of senior leaders

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4ABCT Unit Pride and Excellent Reputation

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4ABCT Unit Pride and Excellent Reputation

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Organizational schizophrenia - what is the focus?

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Organizational schizophrenia - what is the focus?

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Emphasis on incorrect METL during last deployment

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Emphasis on incorrect METL during last deployment

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NO Pulse on the organization by CO

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Requirements in Red Cycle - Bunch of Whiners

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Requirements in Red Cycle - Bunch of Whiners

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4ABCT is a unit that appears to have a proud and professional history, but is struggling to maintain relevance within its current operational environment. The unit experienced significant trauma when losing key senior leaders by a VBIED on their last deployment in Afghanistan. This incident was the tipping point that resulted in a rift within the brigade, which decreased cohesion and communication among the team. Further incidences during deployment only worsened the situation. Upon redeployment, the ambiguity only grew due to the current leadership not producing a compelling and clear vision from deployment/re-deployment to pre-deployment operations. Furthermore, the current leadership fails to act on several issues (360 surveys, command climate survey, etc.) that have resulted in significant incidences of climate issues and degradation of trust within the command programs. These climate issues are deteriorating morale and manifesting in increased SHARP, domestic violence, and other unit issues. Misalignment of higher headquarter's mission only exacerbates the problem by increased workload and perceived lack of focus, making the Soldiers feel distressed. The unit cannot improve unity and cohesion due to the lack of developing leaders, at all echelons, with the transformational leadership necessary to transcend these results-orientated and transactional environments. Failure to overcome these issues will result in increased risk and possible failure of their next deployment.

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Jason Cha
MAJ, MS
Tripler Army Medical Center