L100 TAKE HOME EXAM

L100 Take Home Exam

L100 Take Home Exam

Question #1: What are the organizational development challenges you face as the new brigade commander? What are three things you can do to address these issues and develop the brigade as a learning organization?

Answer

After going through the Center for Army Lessons Learned (CALL) report, certain challenges appear quite evident to me. The first challenge relates to incompatible communications systems of the battalion. The communication problems of the past stemmed from the unavailability of proper communication systems. Poor encryption levels, different frequency ranges, and poor functionality given the battlefield environment, are some of the factors that contributed to undesirable and ineffective communication during the Iraq venture. The new deployment will require better communication system, training to the forces, and guidelines to manage the environment-specific communications. HBCT has just received all new administrative computers, new command and control systems, new support and planning systems, and is now starting to receive refurbished equipment to replace that left in Iraq. It is important to cultivate a learning atmosphere in the battalion so that we may get the best of these resources.

The second challenge I feel most important to work at is the structuring of authority for the field personnel. In the past, rigid structures and poorly delegated authority resulted in operation inefficiency for 24-hour operations. Battle captains, in the Iraq venture, played “out of hide” in conducting the missions. This often resulted in unqualified and untrained personnel attempting to perform battalion tactical operations center functions, especially during the evening hours. This contributed to increased friction between the brigade and battalion staffs (U.S. Army Command and General Staff College, 2008). Therefore, I strongly feel that a flexible structure exists at all levels to avoid last-minute preparations in changing battlefield dynamics. The most important task in structuring the levels is provision of role descriptions for DCO and NCOs.

Workload management is another serious issue that needs resolution for the development of the brigade. I feel that the complaints of Major Foldberg and other staff need to be handled with high priority. The 24/7 work mentality prevailed during the time the battalion worked in Iraq. Members complain of being detached from their families. For managing the workload, targets need to be defined in line with the serving times for each project. Members could be provided counseling and support for their family concerns (Burke, 2002). If possible, I would also suggest an increase in compensation of the staff.

The various predictions about globalism, knowledge-based organizations, the information age, the bio-tech age, the loosening of organizational boundaries, networks, and So on all have one theme in common: We basically do not know what the world of tomorrow will really be like, except that it will be different, more complex, faster fast-paced, and more culturally diverse. This means that organizations, including armed forces, their leaders, and all the rest of us will have to become perpetual learners. As the new commander, I will keep on refreshing my ...