Organizational Change: Is the United States Air Force Doing it Right?
Abstract
While the future holds many unknowns, all can agree the future will be one of vast and dynamic change. Change will come as the result of new technology, regulations or directives, and resource restrictions. What can Air Force leaders do to prepare for and successfully in%implement effective and lasting organizational change? A review of organizational theory research shows that to change an organization, leaders must first understand how an organization operates. They need to understand an organization's culture, how that culture is created and analyzed, and how to look at their organization from several perspectives or frameworks to understand its inner workings. Organizational change theories call for leaders to unfreeze, restructure, and refreeze at their organization's culture. This process takes a great deal of thought, effort, and consistency. These points are often underestimated and misunderstood. Implementation of Total Quality Management into the United States Air Force is a good example of this. The process began more than six years ago with much fanfare and excitement. Unfortunately, the change did not follow the processes outlined by organizational scholars and expectations for a quick change were too optimistic. As a result, the Service is still working to complete the cultural change. It will take continued leadership commitment and effort at all levels to complete the institutionalization process.
Document Details
- Document Type
- Technical Report
- Publication Date
- Mar 01, 1997
- Accession Number
- ADA398011
Entities
People
- Brian D. Yolitz
Organizations
- Air Command and Staff College