Running head: CONCEPT OF LARGE SCALE CHANGE 1 The Concept of Large Scale Change Regina Browne Colorado Technical University CONCEPT OF LARGE SCALE CHANGE 2 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 Strategic 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. CONCEPT OF LARGE SCALE CHANGE 3 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. Incremental 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 CONCEPT OF LARGE SCALE CHANGE 4 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. CONCEPT OF LARGE SCALE CHANGE 5 Reactive 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. Anticipatory 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 channel. CONCEPT OF LARGE SCALE CHANGE 6 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). CONCEPT OF LARGE SCALE CHANGE 7 References 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.: Jossey-Bass. 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] Search-proquest-com.proxy.cecybrary.com. Available at: https://searchproquestcom.proxy.cecybrary.com/docview/259726487/abstract?source=fed srch&accountid=144789 [Accessed 16 Oct. 2018].