A633.2.3.RB_FogartyShawn

            The following example of where a “small change yielded large results” in my organization was a simple modification to my office and a second to my schedule that has since yielded two separate but overlapping effects over the last three months. Although these are separate examples they are interconnected within my strategy. The results are even larger than I initially imagined.

            At our main operations center our offices and billets are not collocated and further require transportation that can take upwards of two and one half hours commute each day. There are a small number of billets available but primarily acquired by senior leaders a notch or two above my level. I determined my daily requirements had far exceeded my ability to operate, commute, and sleep. I needed 28-30 hours in a given day to make everything work. My position requires a lot of interpersonal relationships and customer service at times but those times never comply with the traditional nine-to-five. The times I was able to slip away and sleep I’d received phone calls or wake up runners and have to head back to work.
             I had kept track of my schedule and hours and it was rather ridiculous. I didn’t average much sleep. I started to sleep on a cot in my office for a few days at a time. It only marginally improved productivity because I had to travel to my billet for clothes or supplies every few days. The customer service aspect improved as a result but there were still gaps. I mapped out my schedule and identified the commute as the biggest waste of time and developed some plans. I sought to accomplish both my professional and personal strategic objectives by increasing productivity and developing efficiencies.
            I determined the layout of my office to be ineffective. Automations were not arrayed appropriately and in an effort to modernize the office I would be more efficient. Efficiencies meant better use of my time but were not calculated against my schedule. In the office modernization process I also incorporated a lifted bed over the storage area and map plotter making use of underutilized space. Incorporating living quarters in my office would then allow the time wasted during daily commutes to be redistributed. I allocated half of that time towards work tasks, but also allowed time for me to continue my graduate studies with an hour per day allocated to studies. If studies exceeded that hour I could reduced my personal time, multitask during meal times or would have to conduct physical training faster than the allotted hour.
            My calculated productivity was based on daily averages for time spent on work tasks to include physical training. Productivity calculations also included pursuit of education goals in post office renovation and modernization models. My productivity was calculated to be approximately 59% daily before any changes were implemented. After office renovations and modernization along with an alteration to my schedule I was able to increase my productivity by over 10% per week which also allowed time for graduate studies.
            With respect to the butterfly effect and how complexity theory can drive improvements I’ll address the additional considerations and impacts these small changes yielded. The command post now had immediate access to my depth of knowledge 24/7. The senior and intermediate leaders of the organization have heavily relied on my expertise, and having it readily available has proved invaluable to them. Further, our operations take place around the clock, if there are ever any issues pilots within my organization can stop by for assistance. I’ve received many thanks and tokens of appreciation as they don’t waste hours chasing their tail. I can often help resolve their issues in a timely manner where they would have previously wasted their shift waiting around.
            I continually outline that my section “TACOPS” which is short for tactical operations is 100% customer service oriented and will always support the mission and our team above all else. This has transcended into a small cultural change as other sections have observed the level of satisfaction and appreciation those within our organization have for my section. I have been asked for ways to help improve other sections areas for efficiencies and assess their schedules to increase productivity for them as well. Overall, our subordinate units have a higher degree of trust and confidence than our counter parts in other task forces or at higher echelons. Who’d think installing a bed in your office can impact the culture of an organization with over seven hundred personnel?

*Reference Excel spread sheet: TACOPS Office Modernization and Schedule Calculations.