Leading Organizational Change: Lessons from the Air Force

Topic: Management
Words: 350 Pages: 1

Working in the accounting department of the United States Air Force has enabled me to experience various organizational transformational change processes, one specific example being the transitional adoption of new management and accounting technology used within the facility. I was part of the employees who were requested to steer the procedure that entailed fully implementing an integrated system within the various departments. This activity resulted in a significant transformation in the whole working environment. My boss approached me to pilot the process due to my previous experience with transformation management when our department transitioned from a semi-manual record-keeping system to an entirely digitized model. This time, it was an integration of our accounting department with the rest of the functional sectors within the facility, and I was the best choice for leading the innovative course.

Generally, the whole practice was a success because, together with the team, we integrated the accounting system with every component of the Air Force departments. However, minor challenges sprung up, one of them being the resistance of some employees to participate in the progression. This issue resulted in conflicts, discord, and pullbacks of the activity. Overall, planning, coordination, and communication with the top management about the entire procedure transpired systematically and as expected; however, getting the buy-in of all subordinate employees was the stifle. After reading Kotter’s article, I discovered that the problems sprouted due to minimal mastery and application of knowledge on the nature of change and how to effectively implement it in organizational elements where most of the stakeholders involved comprised the employees.

Reading Kotter’s article instilled the fundamentals of change management, including the prospective outcome of the transformations within firms which comprise transitional, development, and transformative effects of change processes. Effective transformational management necessitates a strategic approach with a definite goal and a shared vision for the procedure. Kotter’s article sensitizes the importance of involving every stakeholder in the process and getting their support even before the implementation stage. In my future endeavors, Kotter’s guidance on effective management and execution of change will remain vital, and applying them will streamline my leadership.

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