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MGMT 8035 Final Project

Student: Althea Kancel, [email protected]

Student ID # A00588323

Program: Ph.D. in Management

Specialization: Leadership and Organizational Change

Faculty: Dr. David Gould, [email protected]

Walden University

November 7, 2015

Abstract

[Text begins here. This abstract should not exceed 120 words. Note that abstracts in APA format are not indented. Write the abstract at the END of the project. See the section on abstracts in Chapter 2 of the APA Manual for guidelines and details. Note: An abstract is not an introduction to the paper.]

Table of Contents

1MGMT 8035 Final Project

Organizational Description (Week 2) 1

Organizational Diagram 2

Organizational Description 2

Systems Theory 2

Supporting Research 2

Systems Dynamics (Week 3) 3

Stocks and Flows 3

Feedback Loops 3

Recommendations 3

Supporting Research 3

Systems Disciplines (Week 4) 4

Disciplines 4

Inform Leadership 4

Recommendations 4

Supporting Research 4

Systems Archetypes (Week 5) 4

Archetypes 4

Recommendations 5

Supporting Research 5

Networks (Week 6) 5

Networks 5

Recommendations 6

Supporting Research 6

Adding Complexity (Week 8) 6

Organizational Diagram 6

Organizational Description 6

Recommendations 7

Supporting Research 7

Resilience (Week 9) 7

Resilience Matrix 7

Supporting Research 8

Summary and Conclusions 8

References 9

The United States Army (USA) organization has existed since 1775 and has been reorganized many times since its inception in response to environmental, budgetary restraints, and technological varieties (US Army Center of Military History, 2014). Top management responsibility is to organize, train and equip the USA organization. The components of the United States Army systems model consist of Task, Person, Training, Environment, and Material. This organization is the largest branch of the foundation company and is responsible for performing land-based military operations. Operations Group (OPS GRP), sited at the National Training Center (NTC) Fort Irwin CA, is task with the missionary work of training today’s Army Soldiers for external combat operations.

Organizational Diagram

Operations Group Organizational Diagram

Figure 1

Organizational Description

The Army’s mission is to fight and win our Nation’s wars by offering prompt, sustained land dominance across the entire range of military operations and spectrum of conflict in support of combatant commanders. OPS GRP accomplishes this task by conducting tough, realistic, Unified Land Operations to prepare Brigade Combat Teams for current and future combat (National Training Center, homepage, 2015). The Operations Group, one of the five NTC tenant organizations, is comprised of 14 training teams each task with various training specialties and one training academy team who is a task with “providing institutional knowledge training on techniques and procedures designed for combat trainers at the National Training Center (National Training Center homepage, 2015).”

OPS GRP trains a combination of 10 Infantry Division Brigade Combat Teams (IBCT), Stryker Brigade Combat Teams (SBCT), or Armored Brigade Combat Teams (ABCT) rotational training units (RTU) per year with an approximated $25 million cost per RTU trained (Ruths, 2014). An IBCT consists of seven battalions with approximately 4,400 Soldiers. The SBCT comprises of six battalions, a reconnaissance Squadron, and one brigade headquarters and headquarters company made up of approximately 300 Stryker vehicles and 4,500 Soldiers. Likewise, an ABCT encompasses seven battalions comprising of 4,743 Soldiers (FM 3-21.20, 2006, FM 3-90.6, 2010, & FM 3-90.61, 2007).

In addition to training, NTC is responsible for living accommodations, feeding, and supplement all other training platforms, equipment, and commodities such as fuel, water, ammunition and explosives, transportation, and railhead operations (for the transport of heavy wheel equipment). Moreover, contractors engage in the movement of line haul and commercial equipment and maintenance operations on NTC owned equipment (Global Security.org, 2015).

Training rotations are 14 days in length and run 24/7 operations. All training conducted by trainers is collaborating through established doctrine, tactics, techniques, and procedures for training, publications and carried out to standard (National Training Center homepage, 2015). After Action Reviews (AAR) are required at every layer of training and codified for future lessons learned. To boot, each RTU commander is provided with a written and digital take-home package covering all battle periods to establish the correlation between successful reconnaissance of enemy defensive positions and favorable outcome of offensive missions (Global Security.org, 2015).

Systems Theory

System theories advise management on how best to select and use best practices for their organization’s success. The successful consolidation of all its parts is vital to the success of the United States Army’s goals which requires the synchronization of all its systems components and operations. Hence, leadership and management must understand and be able to answer the myriad of functions necessary to assist the OPS GRP in executing its current responsibilities while simultaneously preparing for future challenges.

Furthermore, leaders and directors must understand the totality of its components successfully carry out its mission by seamlessly anticipating, allocating, and providing RTUs the right resources and competencies to ensure their breeding aims. Leaders must move “beyond their narrow perspective to interpret “the big picture” and their part in it (Oshry, 2013, p.).” Seeing and interpreting the large painting is necessary to the attainment of sustainable organizational success.

Considering the myriad of interconnected systems and processes is a critical component to the management team of OPS GRP. Organizational structure and organizations set the leadership style employed to reach desired synergy and operational goals.

Supporting Research

The value and importance of Bouldig (1956) work to my organization lies in the premise that cognition does not subsist in the abstract, but instead thrive in our human interaction with one another and within our societal system. Furthermore, Bouldig (1956) moves on to pronounce that if no one knows the information, then knowledge is no longer knowledge. That knowledge must be apportioned among all specialization instead of being contained in specialized areas so the whole can gain insight from one another. Thus, the main objective behind the general systems theory is to proliferate knowledge among specialists in harness relevant communication from one another. Therefore, general systems theory provides management and executives a framework to encourage the growth of their system by utilizing the abundant of contribution and knowledge available to them in widely different empirical studies.

Next, Oshry (2007), teaches and empowers management and executives in seeing systems so they may avert catastrophic decisions and not echo the same conclusions that contributed to that tragedy. Seeing systems and or patterns within the organization enables leadership to behave and manage what needs done for the benefit of the organization and the team. The courage to accept change and implementing said changes for the success of the system.

This courage can lend management and executives the courage to transform a top down hierarchy to a robust system, giving Top, Middle, and Bottom systems within the organization a unique role to determine the whole rather than it sitting exclusively at the top (Oshry, 2007). With each system looking to and working with one another, brainstorming, and capitalizing on its shared wisdom, the organization can exploit the collective shared vision, contributions and wisdoms to bring some positive change.

Systems Dynamics (Week 3)

Systems Dynamics is an aspect of systems theory as a method for understanding the dynamic behavior of complex systems. System dynamics is a methodology technology used for understanding and framing complex issues and problems. System dynamics helps management understand and improve their organization’s internal processes.

Stocks and Flows

The three stocks associated with National Training Center (NTC) include buildings, land holdings, and cash on hand.

Buildings. NTC is a modern facility that consists of three story buildings interconnected with plazas and desks. There is a distinctive architectural feature of the headquarters building that is in the form of a circular stairway at the center of the three buildings providing access to the floors.

Land Holdings. Fort Irwin National Training Center (NTC) is located 37 miles northeast of Barstow in Calico Mountains. It has a total land area of 2,579.77 km² that is equivalent to 996.055 square miles. Part of this land, approximately 0.3277 km² is covered with water. The remaining area, 18.3 km² or 7.1 square miles of the CDP, covers all of the lands of Fort Irwin National Training Center (NTC). Within the western side of Fort Irwin NTC territory lies the Golden Deep Space Communication Complex. With 2,579.77 km² land holdings, Fort Irwin has an ideal site for ranges and maneuver, air space restricted to the use of the military, an uncluttered electromagnetic spectrum as well as excellent isolation from the densely populated areas.

Cash in Hands. NTC has cash in hands that are an asset in the form of money that is immediately available for businesses and spent when needed in paying small amounts of expenses/finances.

The associated flows include inflows, outflows, and feedback loops.

Inflows: This includes money received from sales of services or products. Land holding inflows can be money received from selling land while building inflows can be money received from selling part of the building or all of the building. On the other hand, cash on hand inflows might be deposits made from a customer or money received from a loan in cash such as Notes Receivable.

Outflows: This is the amount made to purchase an asset such as adding more land, purchasing a building or withdrawing money, and paying cash to creditors.

Feedback Loops

Feedback Loops buffers or enhances changes that occur in a system.

Positive feedback loops usually enhance or even amplify changes that tend to make the system unstable or to move the system away from its equilibrium state (Clemens, 2013). In a positive feedback loop, a decrease or increase in the number of people seeking training at NTC results in the same type of change, which is either decrease or increase in the number of professionally trained individuals. For example, when the number of persons seeking training at NTC increases exponentially, positive feedback will result in a virtuous cycle. Positive feedback approach emphasizes the singling out of positive behavior among the trainees/individuals at NTC and hence provides key advantages to NTC and managers in addressing trainee’s performance. It, therefore, encourages wanted behaviors as it directly encourages behaviors that NTC wants their trainees to repeat.

Recommendations

Understanding stocks flow, and feedback loops is essential in improving decision making within the organization. Firstly, it is important to have knowledge about the stock for a decision maker to make an efficient and significant decision concerning stocks (Sterman, 2000). For instance, to know when people in the organization are well trained and need assimilation into the job market. Secondly, inflows and outflows help decision makers to understand the company’s current position and plan for it (Sterman, 2000). Understanding concepts of inflows and outflows assists in improving planning for the unforeseen eventualities that the National Training Center might face hence correct planning for the decision maker (Sterman, 2000).

Thirdly, feedback loops are paramount as they cause the output from one node to influence eventually input in the same node (Morecroft, 2007). It is, therefore, important especially in decision making as understanding the behavior of difficult, complex social systems problems will help decision makers to hypothesize realistic solutions that will have a high possibility of working for the first time. Feedback loops will, therefore, help decision makers know how to act when a change in something ultimately changes or results in further changes in the same thing. In general, the organization should employ the concept of stocks, flows, and feedback loops to boost their overall productivity hence translating into a comparatively huge financial gain through proper budgeting hence financial control and hence better decision making.

Supporting Research

Morecroft (2007), informs leaders in my organization on how to identify the patterns of behavior that are problematic and locate the system structure that is causing the problem. Locating these issues within their system structure provides leadership within my organization an opportunity to eliminate the problem.

Likewise, Sterman (2000), teaches leaders and management in my organization learn the value of feedback loops. Feedback loops influence management to act and in doing so changes the environment in which they operate. Their actions may have unforeseen consequences and, therefore, changes their future decision-making process. Additionally, Sterman (2000), teaches leadership that their actions affect and shape their operating environment, either positive negatively. Moreover, so the challenge lies in understanding how to use feedback loops in a manner that empowers rather than…by building systems capable of achieving great success.

Systems Disciplines (Week 4)

Von Bertalanffy (1972) outline systems model as a conceptual framework in which otherwise unrelated events merge and the various pieces fall into place. Understanding the systemic organizational structure and its role in how the employee behaves enlightens management on how they can alter their incumbent structure for the better. There are five core disciplines within learning organizations that help shape individual actions and create the conditions in which they operate. They are: personal mastery, mental models, shared visions, team learning, and systems thinking.

The Five Disciplines

 Personal mastery the term used to describe personal growth and to learn (Senge 2006). It is a set of guiding ideologies and practices that facilitate learning, produce personal vision, and view the world objectively. Senge (2006) contends that personal mastery is one of the five subject areas necessary for a learning system and achieving organization's goal of corporate excellence. A learning organization encourages and support personal mastery of its members, for management believe that personnel with higher degrees of mastery are more devoted to the organization (Senge 2006). For example, leaders demonstrate their personal mastery at Operations Group (Ops Grp) by setting their personal vision and strategies based on the training learning outcomes and objectives provided. The learning environment at Ops Group encourages leaders to be creative and employ personal vision in ways that will lead their units to success on the battlefield. Leaders who have achieved personal mastery in Ops Group are dedicated, have overcome their mental models, and are continually expanding their power to reach the outcomes they seek.

Mental models are conceptual frameworks consisting of generalizations and assumptions from which we understand the world and take action on it. Mental models represent some significant obstacles to learning and innovation as they involve the way in which we believe and behave (Senge, 2006). Thus, managers must have a mastery of mental models to make an effective learning system. For instance, one common occurrence observed in Ops Group is how each unit interprets the same training scenarios in multiple ways. Each Rotational Training Unit (RTU) brings a different and unique view to the same scenario provided for training evaluation. Mental models are important because they bear on what we attend, how we interpret our surroundings and the actions we take to resolve matters. Furthermore, shared values in organizations are precisely as necessary to the success of their missionary work.

A shared vision is a crucial part of a learning organization and essential building blocks for an efficient learning organization. A shared vision motivates organizational members to accept risks, experiment and become dedicated to a long-term view of the system and its environment so that the vision is accomplished (Senge, 2006). For example, NTC Ops Grp shared vision is to train today's Army successfully in “how to think, not what to think” (NTC Homepage, 2015). When the shared vision is in alignment, such as all Soldiers working hard to achieve the commission, then team learning can occur (Senge, 2006). Thus, shared vision is an essential building block to the training and team learning environment Of Ops Grp.

Team learning occurs when the alignment and development of a team create results that the members long for (Senge 2006). It is a necessary discipline for an organization and its members to develop and to build an effective learning system. A learning organization is one that encourages and facilitate learning so that the governing body can adapt and easily transform itself to accomplish its goals in today's active and competitive environment (Senge, 2006). Also, effective team learning requires that members of the team understand system thinking, have a commitment to the truth, understand the organization's shared vision, and be able to manage effectively mental models (Senge, 2006). Rotational Units that train with Operations Group OC/Ts are excellent examples of a learning team. Members of the team must train and learn how to think collectivity, be committed, understand their overarching mission and objectives, and manage their mental models to fulfill successfully training objectives.

Systems thinking is a discipline for seeing the whole rather than just the parts; it allows managers to see the corresponding set of elements rather than parts, for seeing patterns of the whole rather than snapshots (Senge, 2006). If managers can read how the organizations' systems work, then they can understand the bigger designs and generate decisions to reinforce those rules that are right for the system. Realizing that the organization’s fundamental structure plays a role in how employees behave will enlighten managers and leaders to the fact that they hold the ability to modify the necessary social organization for the better (Senge, 2006). Systems thinking assist managers in taking in the bigger picture break the cycle of addressing symptoms rather than root causes and make decisions that will change the pattern with an effective result.

Inform Leadership

Each of the five disciplines allows leadership to work through their premises, create shared understanding and make organizational change a participative event. Senge (2006) defines personal mastery as encouraging personal vision in employees. Dhiman (2011) also links personal mastery to effective leadership by maintaining that the best means to encourage others in their quest for personal mastery are to be a good example by devoting to your personal mastery.

Mental models can present some significant obstacles to learning and innovation. Mental models often limit the ways in which we think and act. If mental management models are flawed, then they will invariably make wrong decisions. For instance, a common mental model for a trainer may be that trainees are lazy which is why training objectives do not get fulfilled. This mental model consists of an untested assumption and prompts the trainer to cut other possible causes for the problem such as trainee not fully reading the training instructions or objectives. Leaders can overcome erroneous mental models by first identifying them and then managing them appropriately.

Furthermore, a collective vision gives workers drive and focus. Senge (2006) theorizes that managers and staff learn best when they work together to accomplish things that matter to them. If employees become a stakeholder in the shared vision, then they will work hard to accomplish it. Therefore, it is incumbent upon the organization’s leadership to invest in its employees achieving a shared vision.

There is an important interrelationship between team learning and the other four disciplines. For managers to engage in team learning, they must develop a commitment to the truth through personal mastery (Senge, 2006). Likewise, managers must be able to check their mental models through vigilance and the organization’s shared vision. Furthermore, directors and leaders must understand and apply systematic thinking, which is the ability to understand patterns and interrelationships - the big picture.

Finally, System thinking is a method of analyzing the interrelations between several components of an organization. It is the key part of an effective learning system. By looking at the relationships and interactions between various segments of the organization, management and leadership can identify general patterns that help explain events, enabling them to reach decisions that alter their arrangements through an ongoing and careful process.

Recommendations

Personal mastery can change employees and management’s vision for their organization. Leaders in Ops Grp encourage all Soldiers to learn, develop, and partake in their experiences from training. As these leaders learn personal mastery, they can supply valuable feedback to other units (Dhiman, 2011). The best method for leaders of Ops Group to demonstrate their committing to personal mastery is by leading by example.

Mental models are conceptual frameworks consisting of generalities and traditions that bear on how we interpret our surroundings and move on it (Senge 2006). Directors and leaders of a learning system must manage mental models by identifying them, testing their validity, and continually improve upon them (Senge, 2006). Leaders must serve their team members by highlighting those cases that are touched by mental models as they manifest in their decision-making process and then they may learn from it.

Shared Vision Leaders need to advocate a shared vision across the masses. Having a team with a shared vision is a more productive and innovative team thus creating a superior organization. Leadership at all levels must encourage personal mastery in all members of the team to optimize Ops Grp shared a vision to achieve Ops Grp training objectives continually.

Team learning can increase the capacities of all team members and the team as a whole. Sharing knowledge from top to bottom and vice versa creates a sense of ownership within management and employees (Senge, 2006). It is this sense of ownership that enables the organization to grow and stay competitive in today’s global environment. Therefore, it is imperative that knowledge is accessible to all.

Systems thinking is interrelated with the other four disciplines, especially in a shared vision and team learning (Senge, 2000). A complete comprehension of systems thinking help leaders and managers focus on the whole organizational systems, creating an environment whereby all employees regardless of position learn together as a team. As Senge (1990) argues that organizational learning is a fitting process for establishments in the face of the swift tempo of change. Management must invest in its employees by creating a robust working environment that encourages sharing vision and wisdom.

Supporting Research

Von Bertalanffy (1972) is recognized for his contribution to the interdisciplinary practice that describe systems with interacting components applied to biology and other fields. Karl Ludwig von Bertalanffy is generally considered to be the founder of general systems theory. His foundational premise of general system theory is the sums of all parts form the whole. Understanding this concept provide leadership with the tools to see larger patterns emerge. The ability to see patterns, then motivates leadership in Ops Group to arrive at conclusions that are beneficial to the organization while simultaneously reinforcing positive patters.

Peter Senge (2006) contribution to system theory is that there is no such matter as a complete system and as such teaches management and leadership how to look at a problem more comprehensively. Senge (2006) uses system theory to teach management and leadership on development processes to reach safer conclusions. Over time, leaders will develop the skills to simply look at the organizational structure and recognize which systems area(s) that require additional examination. Systems theory teaches executives to handle uncertainties since we work in a dynamic and ever shifting work environment.

Systems Archetypes (Week 5)

[Provide a brief introduction to this section. This week’s section should require about two or three pages.]

Archetypes

[Identify and describe three systems archetypes observed in your organization. Analyze and evaluate problems indicated by these archetypes (e.g., limits to success, tragedy of the commons, escalation, success to the successful, shifting the burden, growth and underinvestment, fixes that fail, or eroding goals) and develop potential solutions or interventions for your client. For example, if product sales have been slowing after years of growth, it may be because that the market has reached its limit with everyone having this product that wants one. This is called the product life cycle in sales and marketing while it is called the limits to growth in systems theory. A potential solution is to launch a new and improved version of the product.]

Recommendations

[Recommend how your organization could improve by identifying these systems archetypes or patterns to help understand your organization and aid in decision making.]

Supporting Research

[Provide at least two citations/references to support your explanations to executive leadership, including a brief discussion of value or importance to your organization.]

Systems archetypes exist in all types of systems, including organizations. Understanding systems archetypes in organizations are helpful in intervening or taking corrective action. Archetypes identify recurring problems and work towards steps for a solution (Hubbard, 2012). Systems archetype as a diagnostic tool help managers recognize patterns of behavior that are present in their organizations so they can gain insight into the underlying structures from which the archetypal behavior emerges.

System Archetypes include Balancing Process with Delay, Limits to Growth, Shifting the Burden, Eroding Goals, Escalation, Success to the Successful, Tragedy of the Commons, Fixes that Fail, and finally, Growth and Underinvestment (Senge, 2006. Understanding archetypes answer the “why” a behavior exists, and adds a preventive tool for management.  For OPS GRP system, I will analyze and evaluate problems indicated by Limits to Growth, Shifting the burden, and Escalation archetypes. I will also recommend potential solutions or interventions to my client.

Archetypes

Limits to growth or limits to success are the first archetype observed in the Operations Group (OPS GRP) Organization.  Limits to growth is a collective resource shared between two, but the third party has full mastery of resources. Limits to growth create a spiral of success but also unintentional secondary effects that eventually slow down the success of the organization (Senge, 2006). It involves pushing success, rather than fixing the problems that limit success.

For example, OPS GRP experience dramatic growth in the past couple of years in response to the War on Terror campaign then stabilized due to the structure’s strengths being limited. During the height of growth, personnel experienced unprecedented promotion opportunities, bonuses, and paid a morale leave. However, the War on Terror has substantially cooled and now the system can no longer sustain the growth of personnel in its ranks. As such, the organization decided to suspend temporarily promotions while growing the ranks.

Potential Solutions is to identify links between the development processes and limiting elements to determine ways to achieve symmetry between the two.

Shifting the Burden

Senge (2008) describes shifting the burden archetype, as a problem with a costly or difficult solution; because of this, the burden is shifted to a less difficult solution that does nothing to determine the fundamental problem.  Further complication ensues when the underlying issue worsens, and managers lose the chance to repair the trouble.  These costly consequences often present in the form of injury or demise for just about. 

The act of augmenting the organization during times of war/campaigns and then discarding the augmented troops once the crisis is averted is such example of shifting the burden as identified in OPS GRP. During the surge, the organization recruited some sub-par applicants to fill shortfalls. This reliance on temporary symptomatic relief (reliance on less qualified applicants to occupy the ranks) further complicated a situation that is fraught with pitfalls and tragic situations (i.e. Potential increased unethical behavior among members). Another name for this situation is eroding goals, where the pressures of the archetype force the system to choose less qualified candidates as a plausible solution (Senge, 2008). 

OPS GRP failure to develop a strategic contingency plan to fill its ranks in time of great need is the cause of this archetype in this organization. One potential solution is to concentrate on identifying the symptom, (i.e. Budget constraint and personnel management), distinguish different types of solution (i.e. Poor inventory management personnel), and strengthening atrophied fundamental solution.) Once management identifies solution(s), test assumptions with small actions ensuring that sufficient time is allocated for conclusions to come to fruition.   The management principle of shifting the burden is not to solve the symptoms but to solve the trouble.

Escalation is recognized as a vicious cycle because each side keeps intensifying its response to the other side’s aggressiveness.  Escalation occurs when individuals or firms view their survival or well-being dependent on possessing an advantage over the other party. More specifically, Braun (2002) tells us that the escalation system archetype is “an appropriate [reaction to] the actions of competitors (a) to sustain one’s competitive advantage, (b) to maintain momentum toward realizing a competitive advantage, and/or (c) because that’s what managers are supposed to do (p. 8).” When one system or institution wellbeing is dependent on possessing an advantage over the other, the escalation has a debilitating effect as each arrangement is caught in a brutal cycle of one-up-man-ship of the other.

For the Army, which indirectly affects OPS GRP, the War on Terror is one such example of escalation systems archetype. The United States is responding to perceived threats by Al Qaeda with increased military activities and augmentation of forces to support the perceived aggression. This cycle of aggression has both parties locked in a perpetual cycle of Al Qaeda increasing the number of terrorist recruits, which leads to more terrorist activities, thus increasing the threat to the United States, who in turn deploy their military assets.

           The primary challenge of the escalation archetype is that in the spirit of protecting the well-being of an organization, management resorts to escalate to the stage where they damage their firm and diminish its value to consumers, constituents, and stockholders (Braun, 2002). Senge (2006) postulated that the main approach to solving the escalating archetype is by preparing a solution whereby both parties can gain. A potential solution for the parties involved is to call a cease-fire as it would benefit both sides in immediately halting the senseless death of personnel on both sides. Another mitigating action related to collaboration is finding a goal that incorporates a goal of the two sides, such as a time out from the loss of innocent lives on both sides.

Recommendations

The underlying theory behind systems archetypes is that systems with unwanted effects or side effect can be mapped out to the common behavior model. Policy and or decision makers can use its rules and arrive at a full diagnosis of a situation plan and recovery. Archetypes provide a linguistic communication to communicate with members of an organization regarding how a particular organization is expected to do. Unintended consequences in systems archetypes are well recognized and translated into potential or realized consequences. I recommend that all policy and decision makers receive intensive training in identifying, processing, and addressing systems archetypes. Once members of OPS GRP have mastered the inside information of systems archetypes through training, their knowledge can be leveraged to build robust systems immune to their side effects (Senge, 2006).

Braun, (2002) also proposes the following action steps that policy makers take to tackle the limits to growth archetype to improve their system:

· Managers are to identify engines of growth, determine the doubling time of the processes of development and identify what the potential limits are and possible their balancing loops.

· Managers will determine the adjustment required to deal effectively with the limits that were named, the time needed to change and whether there exist discrepancies between the doubling time and the changes necessary to support development (Braun, 2002).

The terminal points to limits to growth archetype are addressed by mapping out the interactions of the growth loops, resource inventories, and potential limiters to growth in the future before problems arise

Management teams should first identify the cause(s) of their shifted Burden, then apply the recommendation as proposed below. First, identify the problem, then carefully select short-term symptomatic solutions that do not fundamentally masked solutions until a permanent fix can be applied. Symptomatic solutions are used while waiting for primary results to boot in. In essence, symptomatic solutions are applied to worst case scenario problems while buying time for significant results to boot in. Likewise, remove all symptomatic solutions no longer needed. This natural process helps clear the clutter reducing effort.

Likewise, a recommendation to forestall escalation archetype is for everyone involved to agree to give up. Companies recognizing that undercutting prices lead to less profit for all will have to play nicely and stop undercutting each other. Because it can be difficult to members of an organization within an escalating system to block completely off something they engaged in over time, it may require a third party to enforce an end to escalation. For example, the government can place limits on how long conflicts last and when and who can intervene if and when things get out of hand (Escalation of Mob, 2012).

Supporting Research

Networks (Week 6)

There are several different types of networks in the real world. Instances of some networks are social networks, data networks, technological networks, and biological networks (Newman, 2003). A network is defined as a set of nodes and links that represent relationships between pairs of entities. The concepts of formal and informal organization's network relate to the nature of relationships and processes in the workplace.

A formal network is the literal construction of the constitution as laid out in the organization chart, work operations, hierarchical reporting relationships, and does not want or anticipate a response. The informal network also sometimes called the grapevine, is the informal working relationships that contribute strongly to the work culture and development in organizations (The difference between, n.d.) and is more conversational in nature.

           Furthermore, networks vary in structure with interconnections described as a “clique” (a network within the network), “hierarchical”, “hub-and-spoke”, or “multi-hubbed” (Denning, 2004, p15). The intent of this report will concentrate on the hierarchical network structure.

Networks

Training is an integral component of the Army. Army leaders are developed to be versatile and develop subordinate leaders to be competent, confident, agile and adaptive. The Army fosters learning by using innovative techniques improve battlefield success through the decision-making process (ADP 7-0). Fort Irwin’s National Training Center (NTC) is unitary of the Army’s premier training sites, and the NTC’s mission is to provide realistic joint and combined arms training to battalion and brigade level units.

The Observers Coach/Trainers assigned to Operations Group (Ops Grp) comprises 12 internal teams that help identify training deficiencies and offer feedback to improve operation and assure success in future deployments (NTC Homepage). There are three main networks found in the NTC’s training program, a knowledge network, an affiliate network, and a communication network.

Denning, (2004) posit that the hierarchical model is the model used for formal company directives. The Operations Group hierarchical organizational chart effectively outlines the structure of the formal system. It displays the hierarchy for the Commander Operations Group (COG), top management, to mid-level leaders to front-line Soldiers/employees. The organizational chart also illustrates the horizontal interrelationships of the various operational divisions, brigades, and squads. The COG has the overall decision-making power concerning anything from budget to training of the Rotational Training Units (RTU) and time off.

Knowledge networks are collections of individual and teams of an establishment that shares a body of knowledge. The focal point of the network is to produce, disseminate and use knowledge. The goals of the knowledge network are coordination, learning/innovation, adaptive, and support (Pugh & Prusak, 2013). At NTC, the COG is the individual who establishes the commercial enterprises and generates most business incentives (single charge) and is placed on the upper side of the strategic hierarchy. Knowledge flows downward to all tenant organizations and personnel. The formal network is a way of delivering directives but is not the primary influence on leaders. The organizational chart represents the formal network in the system under normal circumstances, and every member of the system is required to stand by it. For instance, if a team has a concern, the team must route their concern to the Executive Officer (XO) through the team leader and immediate supervisors on that team and vice versa. Still, in times of crisis management, such as a death, executive leaders shun this network and refer directly to the teams.

Affiliation networks join people together by a common bond or membership of a team (Senge, 2006) and learn by collaborative learning techniques. Collaborative learning techniques develop the teams’ attitude and competence to interact and collaborate to reach a common goal (Jo, Kang, & Yoon, 2014).             

The affiliations of OPS Grp are multi-Hubbard with three packs. The collaborative teams, listed as the CG and his staff, the OC/Ts and the RTUs channels, all have informal links as they share knowledge back and forth to achieve mission success. On that point, it is also an open or casual link within each team with the COG (over the RTU bosses), OC/T Teams and their bosses, and OC/T teams with RTU Soldiers. These are social relationships which are driven by verbal and non-verbal communications. In this instance, NTC is the merchant, and the RTUs are the clients.

Furthermore, Jo, Kang, and Yoon, 2014 asserts that leaders with outstanding communication competence get stronger support from members, which enables the leaders to exert leadership effectually and, in the end, contribute to organizational performance results. Communication networks can be defined as patterns of human-to-human contact through which data flows. One of the communication devices used at NTC is the Warfighter Information Network – Tactical (WIN-T) Increment 2 (WIN-T2). The WIN-T2 is a mobile base that enables Soldiers to communicate through voice, pictures and video in real-time while on the movement.

Real-time communication empowers commanders with accurate data that allows them to get immediate decisions (Schwerin, 2012). Additionally, OC/Ts, communicate with RTUs through diverse platforms such as Frequency Modulation (FM) Radios, Force XXI Battle Command Brigade and Below (FBCB2) and Joint Command Release (JCR). Communicating on these platforms enables the commander to adapt to their environment faster than the enemy and provide superior command and control of their troops. Additionally, a Soldier can immediately relay information through voice, text and photos, providing commander’s immediate situational awareness (Schwerin, 2012).”

Recommend Goldsmith and Katzenbach (2007), point out that as leaders advance through the ranks they want to learn to a greater extent on the formal structure. However, leaders can gain tremendous insight on their Soldiers through informal networks. While formal relationships are central to achieving organizational goals and missions, they are sometimes restrictive to open interaction. Moreover, the formal network is deemed as accepting more of an influence on leadership and management within an establishment that holds a tall hierarchical structure, often it is the informal network that employees and leadership will lean towards to get the mission accomplish. 

Divisions can improve the network structure within their brigades and battalions by adapting pre-prepare protocols for special situations that call for quick navigation through the formal network as opposed to trying to stick to the stringent step by step protocol.  This would add versatility to the establishment, and primarily leave the most important or pressing issues for those in the upper echelon of the hierarchical structure to reach informed conclusions. 

As managers become more experience in analyzing their communication networks, it is a useful tool for them to spot common configurations. Furthermore, I would advise management to help Soldiers/employees develop relationships inside the loose social system that will enable them to make valuable contributions to the company (The conflict between n.d.). Soldiers and leaders alike can leverage the capabilities of informal relationships by building both weak ties, those with lower frequency, and strong tie relationships with a high frequency of interaction. The former is a crucial juncture to solving organizational concerns and generate innovative ideas.        

In conclusion, a network is a group with connections between them called relationships. The OPS Group at NTC utilizes both formal and informal networks to carry through its mission and strategic plan. Formal network guides the organization or enables it to accomplish its mission and consists of vertical and hierarchal relations. Informal networks are an integral function of transmitting data and aiding work responsibilities and build up through casual relationships to fill a demand. The network that is most influential on leaders is needed dependent. The formal network is influential when management is preparing policies, strategies, logistics, and doctrinal training. The informal network is influential when leaders and Soldiers are seeking input and innovative thoughts on topics that need approval by the formal network.

Recommendations

Goldsmith and Katzenbach (2007), point out that as leaders advance through the ranks they want to learn to a greater extent on the formal structure. However, leaders can gain tremendous insight on their Soldiers through informal networks. While formal relationships are central to achieving organizational goals and missions, they are sometimes restrictive to open interaction. Moreover, the formal network is deemed as accepting more of an influence on leadership and management within an establishment that holds a tall hierarchical structure, often it is the informal network that employees and leadership will lean towards to get the mission accomplish. 

Divisions can improve the network structure within their brigades and battalions by adapting pre-prepare protocols for special situations that call for quick navigation through the formal network as opposed to trying to stick to the stringent step by step protocol.  This would add versatility to the establishment, and primarily leave the most important or pressing issues for those in the upper echelon of the hierarchical structure to reach informed conclusions. 

As managers become more experience in analyzing their communication networks, it is a useful tool for them to spot common configurations. Furthermore, I would advise management to help Soldiers/employees develop relationships inside the loose social system that will enable them to make valuable contributions to the company (The conflict between n.d.). Soldiers and leaders alike can leverage the capabilities of informal relationships by building both weak ties, those with lower frequency, and strong tie relationships with a high frequency of interaction. The former is a crucial juncture to solving organizational concerns and generate innovative ideas.        

In conclusion, a network is a group with connections between them called relationships. The OPS Group at NTC utilizes both formal and informal networks to carry through its mission and strategic plan. Formal network guides the organization or enables it to accomplish its mission and consists of vertical and hierarchal relations. Informal networks are an integral function of transmitting data and aiding work responsibilities and build up through casual relationships to fill a demand. The network that is most influential on leaders is needed dependent. The formal network is influential when management is preparing policies, strategies, logistics, and doctrinal training. The informal network is influential when leaders and Soldiers are seeking input and innovative thoughts on topics that need approval by the formal network.

Complexity (Week 8)

[Provide a brief introduction to this section. This week’s section should require about two or three pages.]

Organizational Diagram

[Expand the model created in Week 2 to include several more elements: detectors, effectors, and networks (agents + relationships). Note: There may be several different organizational networks depending on the topic of interest. Space within the model is limited, thus illustrate at high level in one diagram. See the myCoffeeShop for some examples.]

Organizational Description

[Expand on the description of the organization by describing the agents (including detectors and effectors); their relationships with other agents; the flow of information, material, or energy across these networks; tags (labels such as manager, engineer, support staff, and so on); how agents are aggregated (e.g., hierarchy, alphabetical, chronological, size, type, geography, or other); two or three nonlinear (positive or negative) feedback loops; and three or four subordinate or sublevel organizational processes. For example, if the top level or primary process is educating students in the case of a university, then four sub processes might be recruiting students, teaching students, assessing students, and graduating students. Each of these sub processes (parts) could be further decomposed]

Recommendations

[Recommend how your organization could improve with a better understanding of the various structures and processes in the organization.]

Supporting Research

[Provide at least two citations/references to support your explanations to executive leadership, including a brief discussion of value or importance to your organization.]

Organizational diagram

Complex adaptive systems

When applied to describe the organization, the complex adaptive system (CAS) demonstrates how hard it can be to manage organizations. For instance, the OPS GRP as a military system is a complex system that requires complex decision-making strategies. The complexity of an arrangement is enhanced by natural and artificial process. For OPS GRP, the natural process may be the existence of the organization to protect the country’s security interest while the artificial process may be associated with the complex behaviors of the organization. The CAS studies demonstrate that whether natural or contrived, the positive or the negative rewards come automatically through the feedback loop system.

It is vital for the OPS GRP organizational management team to understand the CAS studies. Doing so will enable the organizational management to connect resources to expected output such that without assigning the good resources to certain activities, the negative feedback loop system is likely.

Description of the three agents

The organizational management control system focuses on strategic planning, resource allocation through strategic budgeting, performance measurement, evaluation and pricing instead of service sells. The following four agents are a focus on organizational strategic implementation process:

Detectors

As one of the four agents in the management control system, detectors are defined as devices that are used to measure the actual happenings in the process being controlled. In Complex Adaptive System (CAS), the detectors are defined as sets of instruments that code information regarding the environmental signals, (Brownlee, 2007). Wherever the CAS and the control system exist, the signal input is required to run the environment and detectors designed to bring these systems.

Assessors

The assessors are necessary for the restraint system because it is a device that limits the importance of natural processes occurring within the command system.. Assessors determine whether what is happening is up to standard within the organization’s control system.

Effectors

Effectors are defined as devices that must alter the behavior where the system indicates that there is a need to do so. Effectors often provide feedback within the controlled environment. Effectors function through signal activation where some signals automatically trigger actions that require an almost immediate response. Within an organization, effectors will cause external actions, which are not limited to agent movement (Holland, 2006).

Network Communications

Network communications about management control systems refer to the element information transmission between, within and among agents in a given control system (Holland, 2006). For instance, communication networks are devices that channel information between the detector and assessor during control system activates.

The relations among the four factors described above

A command system in complex and depends on several interdependent factors that must operate in collaboration. Consequently, the detectors must sense that there is a deficit within the organizational management system. The assessors must compare the standards of organizational management and the new needle before triggering the effectors to bring the system to standard. A network agent is a tool employed to communicate between the systems agents (Holland, 2006).

Flow of information, material, or energy across networks

The CAStendsd to explain that the flow of information, material, and energy across networks utilize environmental signals (Smith & Bedau, 2000). Both natural and man-made signals are used to process information across networks. Within a given environment, signals are used to transfer information. Signals within the system are internally generated and are brought to action line through detectors. Detectors work to code information that requires action within the environment. A set of assessors compares the new information and the set standard to determine whether the response action will be positive or negative. The effectors trigger the actions that respond to the existing signal.

The agents’ aggregation

The detectors and effectors must be aggregated within controlled systems. In these systems, there must be elements that sensory information and the elements that must trigger a response. Therefore, the purpose of all agents is to communicate information within systems. The systems integration demonstrates that communication and transaction are the fundamental intersystem interactions. The role of the system integration is to achieve equilibrium in any system, including the workplace, society and even in the political arena.

Nonlinear feedback loops

The feedback loops are characterized by offering info about the success of a system response or even the failure of the organizational loops. A positive feedback loop system suggests that the organization is functioning well while a negative feedback loop system suggests that there are problems within the organization that needs to be solved. With the loop feedback system, executive managers are required to monitor the feedback loop system, after which they will take appropriate actions to reinforce systems that trigger beneficial positive feedback. Through the loop feedback system, executive managers will create strategies that will correct the problems existing within the organization. The nonlinear feedback loop systems apply to chaotic systems usually characterized by a lack of complete information. The chaotic system is a complex situation within an organization characterized by complex organizational behaviors resulting in hard conditions.

Key organizational processes

Key organizational processes have maximum impact on the success of the organization. The following three key processes deliver results that are directed towards specific organizational objectives.

a) Business process design and optimization

Business process design involves identification and sequencing of tasks while attaching resources to these projects. The process design must involve resource allocation across to me and place. To maximize efficiency and minimize costs, the design clearly identifies, with a particular time, the resource input and output.

b) Critical success factors

The critical success factors are used to achieve company’s objectives. For organizations, the critical success factors are necessary for to achieve the organization’s mission. Once the critical success factors are distinguished, the organizational management must provide the needed resources to carry out actions that translate to success.

c) Identify the key performance metrics

Organizational key performance metrics measures how effectively the company achieves business objectives. The key performance metrics are quantifiable, and every field of the organization must bring results to the table such that when these findings are mixed, they will present the big image of the system.

How will the new model help leaders better understand the organization?

The new model will help leaders better understand their organization through first understanding that organizations are complex entities. Organizations commonly work as chaotic entities hence the need to prepare regarding skills and resources to connect resources to productive and positive feedback loop systems.

New Model and decision-making skills

Through an understanding of the new model performance, the organizational management will know that decisions are tied to repercussions and consequences. For example, good decisions are likely to trigger the positive feedback loop system and poor decisions will trigger the negative feedback loop system. Using the CAS model, organizational managers who reach decisions are likely to understand that organizations are complex. Due to complex organizational behaviors, systematic management processes are needed.

Recommendations

The Complex Adaptive System (CAS), provides information associated with cost-benefit. The system also reminds the OPS GRP management that their organization is complex, hence the need to develop a systematic management process targeted toward positive feedback. Thus, with a fuller understanding of organizational process amid complex organizations, forming solutions corresponds to the reliance of formalism and open management system. Likewise, technology improvement within the OPS GRP organization is central to organizational improvement whereby companies that use technology progress and jobs that do not embrace technology or slowly adopt technology are likely to conclude business.

Supporting research

Brownlee (2007) undertakes to define the CAS a conceptual framework that provides natural and artificial systems with top-down results. According to Brownlee, CAS offers a system of the of showing that organizations are named up of complex procedures that involve different or several participants. The complex adaptive system draws significantly from a spacious area of studies hence the reason for the needs for integrating these subjects to private systems. The most popular ways of thinking under the adaptive system include mathematics, information theory, ergodic theory, artificial entities, large random physical systems, self-organized criticality, artificial intelligence and whether (Brownlee, 2007).

Smith and Bedau (2000) show that organizations are made up diverse activities spanning different fields. These activities including social behavior in response to organizational treatment and technology absorption act to develop a record aggregate. Like other CAS researchers, Smith and Bedau (2000) also mention the importance of the flow of resources within the organization. They too go on to mention that nonlinearities within the system exist due to the presence of complexities within organizations.

Reference

Brownlee, J. (2007). Complex Adaptive Systems. CIS Technical Report 070302A.

Smith, R. M., and Bedau, M.A. (2000). Is Echo a Complex Adaptive System? Evolutionary Computation 8(4):419-442

Holland, J.H. (2006). Studying Complex Adaptive Systems. Jrl Syst Sci & Complexity (2006)19:1-8

Resilience (Week 9)

The United States Army depicts the components of resilience in its angles of risk management in a bid to fight and win the nation’s wars. The components include robustness, redundancy, resourcefulness, response and recovery. They are all measured about the economic, environmental, governance, infrastructure and social subsystems.

Robustness

Regarding economic robustness, the Army, through the National Training Center (NTC), has cashed in Hands that establishes a reliable economic environment for its business operations (National Training Center, homepage, 2015). A steady balance of the inflows and outflows would be instrumental in assuring that the organization absorbs and endures crises or disturbances. The organization occupies a unique position to plan for new developments regarding training, recruitment and overall operations (Howell, 2013). The NTC also shows environmental robustness because it is structured strategically and the training space is adequate for the vast number of soldiers (National Training Center, homepage, 2015). The systems of both vertical and horizontal communication are also reliable, resulting in a joint force with useful information for the success of the organization. Regarding military equipment, the army is in a perfect place to ascertain all the tendencies of war effectively such that the soldiers can overcome the enemy. The establishment is also beneficial because the structure covers both formal and informal communication through networks that promote military synergy.

Redundancy

It is likewise evident that the Army has excess capacity and backup systems to maintain its primary functionality if any crisis occurs. The internal processes have the ability to thrive due to system dynamics (Howell, 2013). For example, the extensive training of potential combatants in different sub-sections of the organization ensures that it can claim victory in the war despite the number of combatants that may succumb to death. The training is designed for battalions of soldiers in the 10 Infantry Division Brigade Combat Teams, Stryker Brigade Combat Teams, or Armored Brigade Combat Teams(GlobalSecurity.org, 2015). Its relatively high number of Stryker vehicles, training platforms, and commodities show its redundancy of critical infrastructure. This implies that some overlapping methods and strategies are used continually to achieve the organization’s objective. The After Action Reviews (AAR) conducted in the layers of every preparation, also show how the Army values diversity in solutions and strategies as a path to encourage both economic and environmental redundancy from the lessons learned (National Training Center, homepage, 2015).

Resourcefulness

In this instance, the United States is resourceful economically, environmentally, socially and in the prospect of infrastructure and the establishment. The National Training Center (NTC) maximizes on stocks that comprise of the three-level buildings and vast land holdings. The flexibility gives the organization great advantage against possible crises or disruptions because there are options to offset or mitigate them (Howell, 2013). The balance of inflows and outflows also ensures that the organization is in a better financial position to run its operations properly. In addition to vast land Fort Irwin, the NTC embodies the Golden Deep Space Communication Complex (National Training Center, homepage, 2015). The flow of information is vital, especially in a military base, and the complex depicts infrastructural resourcefulness.

Fort Irwin is positioned strategically in a bid to enhance the military advantage and power of the United States Army (National Training Center, homepage, 2015). The latter is self-organized and well-structured in a manner that guarantees efficiency and strength. The organizational hierarchy begins from the Commander Operations Group (COG), top management, to mid-level leaders to front-line Soldiers/employees(GlobalSecurity.org, 2015). This way, particular tasks are attended to with precision and synergy. Thus, the resourcefulness of governance is open. Face-to-face networking is also made possible through the knowledge networks that help to tap into creativity and innovation in the organization. In this respect, the workforce adopts the ability to coordinate appropriate due to constructive interaction and also the ability to take and develop related ideas. Collaboration among the teams increases competence and the desired attitude to accomplish the major goals of the establishment. Informal communication through affiliate networks such as in OPS Group is also socially resourceful because it enables the leaders to be cognizant of certain aspects that might be left out during crisis management.

Response

The United States Army, through hands-on training and communication effectiveness, can mobilize soldiers quickly in the event of a crisis (Howell, 2013). Soldiers in movement can communicate in real time through the Warfighter Information Network – Tactical (WIN-T) Increment 2 (WIN-T2), which allows pictures, videos and voice (GlobalSecurity.org, 2015). As a result, commanders can recognize emerging issues quickly and make immediate, informed choices since the data is accurate and is in real time. The Frequency Modulation (FM) Radios, Force XXI Battle Command Brigade and Below (FBCB2) and Joint Command Release (JCR) are other platforms on which the OC/Ts communicate with the RTUs to propagate response (National Training Center, homepage, 2015). The inclusive participation of the top management and the availability of financial resources speeds the aversion or mitigation of a crisis at some particular point.

The entire organizational structure builds a shared understanding of the implications arising from the matters at hand so that the synergy can produce a quick and efficient response. In this type of effective communication set up, the enemy is less likely to be at the forefront during attacks because the commander gains superiority in controlling his troops. The informal and formal communication between the commanders and the leaders shows an effective governance response that works to strengthen the output of the army. The continuous training of soldiers is a social response to the participation of the battalions during the war, where casualties and deaths get recorded. The NTC facility offers accommodation and the required treatment for the casualties of war (GlobalSecurity.org, 2015). Despite the army’s aggressiveness in response as seen in the War on Terror, escalation proves to deteriorate the economic, environmental, infrastructural and social aspects.

Recovery

It is important for an army to stabilize or normalize after a crisis so that strategic plans can be re-established and developed fast and efficiently (Howell, 2013). Also, the system should be flexible to adapt to the change without altering the sub-systems. The United States Army shows a way of recovery in infrastructure because it thrives on continuous training processes at the NTC. The Fort in the land holdings facilitates environmental rehabilitation, and the various accommodations enhance the well-being of the stakeholders before they engage again (National Training Center, homepage, 2015). In the social aspect, as soldiers and the leaders collaborate and interact, they assess and learn from their experiences during further training, and this creates an empowered and resilient society.

Conclusion

In conclusion, the United States Army shows the components of resilience in its various subsystems. Its resilience, strength lies in environmental, governance, and infrastructure and the social aspect. However, the executive leadership can harness more strategies to realize stronger economic robustness. The leadership can also maximize on both short-term and long-term methods of response in decision-making so that the economic factor is salvaged for a higher or stronger performance of the organization in its military projects. Communication networks are necessary tools for decision making because they incorporate innovation, accuracy and collaboration.

Summary and Conclusions

[Summarize your Final Project in one or two paragraphs and provide any concluding remarks.]

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