A631.9.2.RB_FogartyShawn

            After watching the short video Entrepreneurs by Nathan/Tyler Productions in contrast with the Nextstep Research Management assessment profile I quickly realize how I would not be well suited in a small start-up company. Especially a start-up company in the computer science field as I observed the environment of the Next team to be rather hostile in nature. I think my personality would metaphorically arm-wrestle other members of the Next team. There was a lot of talk but little action and Steve Job’s was “overbearing and impatient” (Nathan/Tyler Production, n.d.). I don’t think I would assimilate into that culture very well given the management assessment profile outlines I would be best suited in a large rapid growth venture business environment (Nextsteps Research, 2013). Although I have creative moments, they are short lived and surround specific problems.  

            The characteristics from the management profile assessment govern that I aspire to work in leadership teams and in an environment with structure and rules of a larger entity. Further, I feel that performance is directly linked to achievement and innovation is programmed around project completion. I also feel strongly that leaders need to operate independently. These attributes, qualities, and characteristics were all founded within my management assessment profile. Other elements outlined by the assessment include the ability to assess and mange risks along with multi-tasking about projects. Lastly, the management assessment highlighted the need for recognition where as leaders would need to have an allegiance to the team and be willing to work with and for others (Nextsteps Research, 2013).

            These aforementioned characteristics would not be well suited within the makeup and culture of the NeXT startup team. Although I would likely enjoy the visionary nature of Steve Job’s it would be short lived. Working in jeans and t-shirts is admirable however, the late hours and nail biting suspense’s would be a turn-off for me. While I do not mind operating in complex or chaotic environments, I do so with some sense of security. I also would not be well suited for the office politics or dealing with such large egos alongside the other think tanks. The Next team seemed to be top heavy with too much brain, and not enough muscle. I require more balance about my organization to operate successfully and perform with high level of productivity.            

References:

Nathan/Tyler Production (n.d.). Steve Jobs Brainstorms with NeXT Team [Video file]. Retrieved from http://www.youtube.com/watch?v=loQhufxiorM&feature=youtu.be

Nextsteps Research (2013). Management Assessment Profile: Shawn Fogarty. Nextsteps Research. 

631.8.4.RB_FogartyShawn

            Based on the Myers-Briggs personality type I was labeled as an ESTJ. I was found to have marginal or no preference of extraversion over introversion (1%) and marginal or no preference of sensing over intuition (1%). The test displayed a distinctive preference of thinking over feeling (62%) and distinctive preference of judging over perceiving (67%). It became rather evident with additional research on this personality type to be a successful match. I am very characteristic of a typical ESTJ where I think rationally and logically yet take things in via all five senses in a literal, concrete fashion (BSM Consulting, Inc., 2012, p. 01). It was noted that sometimes personality assessments do not correctly describe the personality type of the person who took the test however I can say without a doubt this nail was hit square on the head.

            The personality type of an ESTJ is characteristic of someone who is responsible, traditional, hard working, loyalty and as a leader provides structure and high standards to followers. The ESTJ is a take-charge individual that relies on facts, figures, and concrete needs (BSM Consulting, Inc., 2012, p. 01). The ESTJ heavily values competency and efficiency, which bring about quick results to their efforts. They approach problems systematically and stand behind principle, even to a fault. One downside to this personality, type is that they expect the same of others. They are further characterized to operate without patience or understanding of individuals who do not value these same beliefs or systems (BSM Consulting, Inc., 2012, p. 01).

            Further research and reflection on the ESTJ highlights that they exhibit self-confidence and retain an aggressive attitude. They utilize and devise systems and readily solve problems quickly to reach conclusion about tasks. Outside of the work environment, the ESTJ enjoys interacting with people, and likes to have fun. The ESTJ is known to be boisterous and enjoyable at social events (BSM Consulting, Inc., 2012, p. 01). This again is very characteristic of myself, it was perplexing researching about this personality type and readily being able to identify with each element personally.

            The MBTI is useful to any leaders as it plays a vital role into their self-awareness. Self-awareness is essential since people need to know who they are individually, where they stand principally, and what they are willing to sacrifice to accomplish objectives. In previous self-awareness evaluation it was determined that I represent a low to moderate state of emotional intelligence. Although I consider myself to have made improvements within this field, I still find this to be my Achilles’ heal. The ESTJ model better explains the low to moderate emotional intelligence as ESTJs value thinking over feeling. Therefore, it is important that an ESTJ actively work to consider other peoples feelings. Otherwise, they will come across as blunt and insensitive or acting without expression or feelings that can turn off or shut down a follower. Regardless of a particular personality type, as a leader, it is important be compassionate and empathetic to the needs of your followers.

References

BSM Consulting, Inc. (2012). Portrait of an ESTJ. Retrieved December 12, 2013, from http://www.personalitypage.com/ESTJ.html

A631.7.4.RB_FogartyShawn

            The Embry Riddle University courses of MSLD 630 and MSLD 631 in conjunction with additional articles and individual research provide an overview of organizational development. The two courses collectively present a view of managing change and organizational transformation. Our text illustrates two opposing ideas in that organizational development is viewed as a rapidly changing field keeping up with the times and conversely a simple “fad” that will become irrelevant in time (Brown, 2011, p. 425).

            Given my vast and robust knowledge in week seven of the second course I see the field of organizational development as an increasingly robust and expanding field. This field is likely to keep pace with current trends and future research about this field will provide new and exciting ways to evaluate and change organizations. The advent of new technologies will continue to call for this change. A positive culture to an organization is essential; this may call for change to processes and procedures that would impact all aspects of any organization. For instance, an organization cannot simply by new machinery to modernize without a proper implementation plan that would incorporate training, evaluation, and revision to processes and procedures. Change is not simple; to be done correctly it needs a ringleader (organizational practitioner) much like a circus. Someone that can run the show so all the stakeholders get to experience and benefit from of the change program.

            I do not see this field as a “fad.” There are already decades of research, utilization, and successful organizational change companies and programs in operation. Notable enterprises such as Bain Consulting Firm, OD Grid International, and The Center for Organizational Design have worked on multi-million dollar organizational change programs. Those that see organizational development as a “fad” are those that likely implemented a change program such as Total Quality Management against the wrong problems. By not conducting a comprehensive study of the root problem, they would have likely abandoned the change program (Brown, 2011, p. 425). The bandwagon approach to change will never work and leaders must be patient and dedicated for any change program to work. Constantly assessing and analyzing, making corrections as needed but most of all understand that change is constant. Following the conclusion of one change cycle is the beginning of the next change cycle (Brown, 2011, p. 425).

            To conclude, I see the future of organizational development similar to that as outline in our text. Organizational development will continue to be “a process design to increase organizational effectiveness by integrating the needs of the individual members for growth and development with the organization’s goals” (Brown, 2011, p. 429). Since the external environment will always, always, continue to change, so will the needs for organizations. This will inherently keep the need for organizational development alive. However, much like the external environment, the field of organizational development will have to change as well through innovative techniques and programs that support organizations needs.

References

Brown, D. R. (2011). The Challenge and the Future of Organizations. In An Experiential Approach to Organization Development (8th ed., pp. 420-444). Boston, MA: Prentice Hall.

A631.6.4.RB_FogartyShawn

            The associated videos highlight leadership in times of transformational change. Jim "Mattress Mack" McIngvale and Stanley McChrystal discuss the challenges they faced in contrast to the programs they instituted regarding change. Jim McIngvale lead a furniture company during the housing crash and subsequent warehouse fire that nearly devastated their company. However, he instituted a vision for the company that otherwise kept the doors open. He focused inward on processes and his people, instituting a work-life balance program with fitness capability and improving overall customer service. Mack’s vision included customer service professionals that aimed to “established customers for life” (Mack, 2013). This directly compares with information found within our text such as “The development of a vision is an important element in organizational and cultural change” (Brown, 2011, p. 404).  

            I served under former General McChrystal in Afghanistan and can relate to the vast difficulties presented to him as a leader. He was challenged to provide leadership across a myriad of spectrums. This TED video allowed me to further understand the immense gravity to the challenges he faced as a leader. He was forced to implement change about the modern battlefield with leadership across various mediums such as video teleconferencing, email, satellite, ect. He expressed the difficulties as a leader “not being able to put a hands on one’s shoulder.” McChrystal used whatever means available in order to “build their faith through leadership” and “build a sense of shared purpose” (McChrystal, 2011). This directly links to the messages within our text whereas “Organizational culture refers to a system of shared values held by all members the distinguishes one organization from another (Brown, 2011, p. 404). I recall the time serving under McChrystal to be vastly rewarding.

            Both leaders, McIngvale and McChrystal, were faced with challenges that mandated change. Although their programs were vastly different, each leader proved to be capable and successful in implementing change. Our text refers to the process these men directed as strategic change management that encompasses the technical, political, and cultural systems (Brown, 2011, p. 408-409). Jim McIngvale conquered the cultural system with incentive pay and established procedures such that employees could not game the systems (Mack, 2011). He also instituted a process that followed up with customers that lead to future sales. McChrystal recognized and placed a lot of emphasis on his subordinate leaders. He illustrated in his speech that “organizational relationships are incredibly powerful bonds” and that “leaders can let you fail, but not let you be a failure” (McChrystal, 2011).

            In relation to the strength about the corporate cultures, I think that McChrystal had an edge; the military has a much stronger sense of member commitment to values and equality shared amongst those values. The furniture store employees have much more flexibility to walk away if they are not content. Regarding the strategy to culture matrix, both leaders were relatively forced to implement change. They equally had a strong need for change but also shared compatibility issues with existing cultural norms. While both leaders were successful, the process was hardly easy. However this is a testament to leaders as illustrated by McChrystal (2011) in that “If you’re a leader the people you countered on you will help you up, and if you’re a leader the people who count on you will need you on your feet.”

References

Brown, D. R. (2011). Organization Transformation and Strategic Change. In An experiential approach to organization development (8th ed., pp. 398-410). Boston, MA: Prentice Hall.

Mack , J. (2013). Gallery Furniture - Case Studies. Retrieved November 29, 2013, from http://www.vitalsmarts.com/casestudies/gallery-furniture/

McChrystal, S. (2011, March). Stanley McChrystal: Listen, learn ... then lead | Video on TED.com [Video file]. Retrieved from http://www.ted.com/talks/stanley_mcchrystal.html

A631.5.4.RB_FogartyShawn

            The most notable and successful organizational transformation I recall is that of Apple Inc. while under the leadership of Steve Jobs. The first computer I ever used was the Apple IIe with its 5.25” floppy drive and monochromatic monitor. The Apple IIe was also the only Apple computer I had used until I recently purchased a new Macbook Pro. This was largely due to the explosion of PC’s and the Microsoft windows operating systems throughout the late 20^th and early 21^st century. Apple was all but lost until Steve Jobs orchestrated an unimaginable system-wide change. He is credited with leading visionary system-wide change and steering Apple Inc. away from the gutter. Included within the change program was Job’s vision to establish Apple University, a professional development program that offers courses in leadership and management to educate employees in the company's culture, history, and values (Dilger, 2011). This is only a small slice of the pie in contrast to the overall program but an important one nonetheless.

            Organizations must evolve over time to remain competitive and adjust to changes within the external environment. The qualities and attributes of leaders can vary however they must incorporate the ability to establish and maintain relationships, foster teamwork, exhibit emotional intelligence. Most importantly, leaders must guide and refine the organizations culture. Steve Jobs vision including the establishment of Apple University works to codify and preserve the culture Jobs established at Apple (Dilger, 2011). An astute example of leadership about system-wide change programs. It is important to not only develop and implement change, but also keep the ball rolling long afterwards.

            Shifting focus to a much small organization, I reflect on my units failed attempt to transform into a learning organization. Historically, military aviation units are Type-A centric with ambitious, extremely organized, highly detailed and exceedingly status oriented individuals. The downfall to this mentality is everyone is afraid to make mistakes, let alone share or learn from them. The premise of transitioning to a learning organization was to capitalize on shared information across the organization. A learning organization would also foster a non-judgmental environment without barriers that permitted collaboration and cooperation (Brown, 2011, P. 277). The concept was ideal but poor leadership stifled the process.

            Two years ago, our former unit commander attempted to tear down the walls. He organized several meetings to clear the air, share stories, and utilize personal examples where he came up short. He offered opportunities for non-punitive information sharing at these meetings so people could learn from other’s stories. People held reservations about the program initially. They viewed it as a way for leaders to get dirt on their subordinates. However, despite initial reservation the system-wide change made progress. People would share stories and the rigid Type-A mentality had started to dissolve. The leadership behind this change program was supportive; they maintained a non-judgmental relationship and collaboration was allowed to develop.

            Sadly, the organization was challenged as an accident resulting in the loss of a life transpired. The leadership was perplexed and rather than incorporating this accident into the change-program our commander resorted to traditional ways. He isolated elements of his command team to protect them and himself from punitive or administrative reprimand. This one action destroyed the entire transition towards a learning organization. All the progress was otherwise thwarted. The leadership failed to maintain their commitment to the critical elements that support a learning organization. While the investigation was underway, the parties involved were alienated and were considered by leadership to be guilty until proven innocent. I recall the next meeting following the accident as a bitterly cold environment, a cattle prod would not energize anyone to talk or share. The attempt of a system-wide transition to a learning organization had failed.

References

Brown, D. R. (2011). High-Performing Systems and Learning Organization. In An experiential approach to organization development (8th ed., pp. 373-397). Boston, MA: Prentice Hall.

Dilger, D. E. (2011, October 6). Apple University revealed as plan to teach executives to think like Steve Jobs. AppleInsider. Retrieved from http://appleinsider.com/articles/11/10/06/apple_university_revealed_as_plan_to_teach_executives_to_think_like_steve_jobs