Concepts of Large Scale Changes

The Concept of Large Scale Change
Regina Browne
Colorado Technical University
The Concept of Large Scale Change
Successful organizational transformation of any scale can be a circumstance that can guide the
future of the organization positively or negatively. The leaders of the organizations should consider
the cultural environment when formulating goals that also play a role in the strategic planning
process as well. The overall transformational transition requires a lot of research and corporation
from all parties so that everything can be brought to the table so that all basis would be covered
for the most part. There can be many areas that often are overlooked in many instances but once
you consider the strategic, incremental, reactive and the anticipatory regions the overall critical
information would be covered(Feldman,2004). The possible strategies that I choose to discuss
would be the area of Emergency Management which would focus more on the Hazard Mitigation
aspect by creating a Comprehensive Hazard Mitigation Plan that has never been done in the nation
and can set the bar for Hazard Mitigation throughout the entire United States and territory.
Strategies of Change
Once the planning process has gotten underway would be the most critical time in ensuring that
all mitigation goals for the entire territory have been taking into consideration which would
consider all forms of any disaster that poses any possible threat. Previously with other plans that
have been proposed and passed at the local Emergency Management Agency have been pretty
essential in ensuring that goals were met from governmental agencies. By attempting this new
format of the plan would allow there to be more of an intricate sense of collaboration between all
agencies to work hand in hand with each other to assist in brainstorming goals that can genuinely
benefit the territory in the years to come. Being that the entire region was hit with two severe
Category 5 hurricanes within the time span of two weeks the devastation was mind-blowing.
Therefore, this is the instances where some have realized that although there was devastation
throughout the islands and Caribbean, we were also given the opportunity to get a chance to do it
right. The influx of federal funding that was allotted into the territory due to the State of Emergency
allows the chance to rebuild, reinforce our infrastructure better than it was before.
One vital or strategic part would be the formation of the Hazard Mitigation consisting of
the stakeholders in the community both governmental and private where ideas and goals can be
presented and voted on as a group throughout several meetings. By involving all of the agencies
would allow the proper agency to discuss the appropriate regulatory regulations that would need
to be enforced regardless of any ideas that can be a possibility. One thing that has been reiterated
would be that the members of the said committee would need not to be placeholders because the
point of the members would be to have representatives from each committee would be able to
make decisions instead of having to contact another senior-level employee to make the proper or
adequate decision then. The primary purpose of the committee is to have senior level managers at
the tables who are entrusted with the capability to make those decisions(Feldman,2004).
The environmental factors for the most part in this transformational opportunity would be
factors that were affected by the hurricane as well as factors that were already a problem, but the
cyclone then intensified the problem. For instance, the guts around the island have not been
adequately maintained so the Ridge to Reef project has become an important project because the
immediate threat from guts not being adequately maintained would be flooding which then affects
the preservation of life, so the importance to be mitigated is critical.
The overall chain of command of an emergency management agency would, of course,
begin with the Director to the Assistant Director and so forth to the remaining senior level
members. They all play a critical part in keeping the director informed as to the assessing the
internal environment within the organization from each department. Each department plays a role
in looking into sectors of the area which would include the economy, government, society, industry
and research enterprises(Beach,2006). By gathering this information, they are then able to have a
broad scope or more precise understanding of what improvements can be made. Because they are
different departments in the agency that fall under preparedness which would be hazard mitigation
and public assistance, during the recovery phase would be the essential interim that every decision
would affect the goal of building resilience for the entire territory.
The culture would always play an effect because whenever changes are taking place in
any area considering the ways that the culture develops and their values and beliefs. Also, one
would want to understand whether the community would be a unified or fragmented culture
because that would also affect how the organization can function. These things can be factored in
by the economic crises, laws, regulations, social change, demographics and internal
crises(Beach,2006). These catastrophic disasters have reshaped the entire agency due to federal
funding under the Stafford Act have allocated the funds to hire a surplus of employees to help
build a healthy emergency management team to that continue to build resiliency. All in all, Hazard
Mitigation and the Public Assistance plays a vital role in the effectiveness because of the fact
Public Assistance allows the affected buildings or facilities to be repaired to the state before the
storm but then Hazard Mitigation helps retrofit and reinforce structures to be stronger than they
were. This avoids redundancy to continually occur in any affected areas from Floodplain to
Infrastructure to merely the preservation of life. In a sense, all forms work together as a team, but
each plays a very critical part in a more massive machine so to speak to ensure the over goal of
building resiliency has been met.
In many ways, the entire government in this transformation process has been very lax in
the capabilities that would be able to accelerate the procedures that can assist the territory
positively. In many ways, the region has never been faced with an extreme circumstance like this
one so the steps to recovery were more relaxed than they should have been being that we have
been affected from hurricanes in the past. The problem stems because every term that the plans
have been regulated and changed or updated has been under different administrations which in
turn changes the director each time. Although the agency is separated from the overall political
word, there are still many capacities that politics plays a role because when some can become well
versed in the duties and responsibilities that are required of them someone else is appointed. There
is a transition team in place to orient the new director, but there seems to be no system in place
that genuinely speaks to whether that correlation is being met adequately.
As stated previously by performing the overall assessment of the After-Action Report
would allow an opportunity for the local agency to have an internal evaluation of everything that
occurred from the hurricanes and how the agency coordinated the goals. During this process, the
agency would be able to truly understand where improvements can be made to help facilitate
matters in the future. There is an open flow of communication where everyone can voice their
experiences as well as their input both negatively and positively to assist the agency on the whole.
These meetings are done with all employees and departments with a panel of senior-level managers
who use this purpose to receive constructive feedback to reinforce the two-way communication
By taking an in-depth look at the mitigation goals that can benefit the entire territory all
possible situations can be considered that will assist in building the resilience that the area.
Emergency Management is forever changing, and things continuously are evolving but with the
proper management team providing the necessary leadership skills would create an environment
that would ensure success. When creating regional plans that would affect all agencies and set the
tone of the recovery and restoration effort for the next 5-10 years every part of the transformation
needs to be incredibly detailed and very well researched. In this transformation understanding past
reports while taking into consideration the positives, as well as the negatives, are very important
in understanding the capacities of improvements that can assist tremendously
In any successful transformation, one must always understand the entire planning process
as well as the importance of clear communication from everyone involved. Although this topic
focuses on Emergency Management and Hazard Mitigation, there can be a correlation to other
forms of transformational organizational structures. Understanding the culture as well as the
beliefs of the organization as well as those who are employed in the organization would be the first
step when considering a transformation on any scale. Situations vary and so do circumstances but
remaining organized and performing detailed external and internal assessments help to facilitate
the success of the overall transformation (Beach,2006).
Beach, L. (2006). Leadership and the Art of Change: A practical guide to Organizational
Transformation . 1st ed. California: Sage Publications.
Cameron, K. and Quinn, R. (2013). Diagnosing and changing organizational culture . San Francisco, Calif.:
Feldman, D. C. (2004). What are we talking about when we talk about theory? Journal of
Management, 30(5), 565-567.
Horn, L. (2018). Learning materials Retrieved from RES 804 archived learning materials.
Reed Belt, J. (1991). [online] Available at:
srch&accountid=144789 [Accessed 16 Oct. 2018].
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