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Strategic Vision -- Question & Answer Listing  
Viewing 1-9 of 9 Knowledge Entries
Question / Answer

Question:
As a leader, how important is it to consider future needs when managing current resources?

Answer:
You should always consider future needs while managing current resources. Otherwise your efforts to reach those long-term goals will be futile. It is important to position people and resources now in order to accomplish long-term goals in the future. Learn more about strategic planning and resource management from the resources listed.

Question:
How do strategic leaders establish long-term goals?

Answer:
The organization’s vision provides the framework for establishing long-term goals and core values. In simple terms, strategic leaders identify factors that are crucial to the organization’s vision. They use this information to establish the long-term goals that will advance and improve an organization.

Question:
How does an organization turn its vision into reality?

Answer:
Leaders need to communicate the organization’s vision to all members of the organization and develop a strategic plan to enable them to realize it. The plan should include both short-term and long-term goals and leaders at all levels should develop their own plans to achieve these goals. It is important to inspire all members of an organization to share the organization’s vision, take ownership of the plan developed to realize this vision, and take pride in the successes achieved along the way. It is also important for leaders to develop a mechanism for the organization to measure its success in achieving the vision and to monitor the organization's progress in achieving it. Learn more about this subject by reviewing the references listed.

Question:
How important is it for a new leader to introduce changes to an organization?

Answer:
When a new leader joins an organization, it is only natural for the leader to want to impart his/her own knowledge, experience, and style to the organization. However, the new leader should develop an understanding for the existing philosophy of the group before setting goals or developing plans for change. The new leader should evaluate existing policies and operations to identify what works and what does not work. Encourage group members to share their ideas and suggestions. Find out what problems or issues currently exist and work on resolving them first. Note that the timeline for introducing change in an organization depends on the organization’s effectiveness. If the new leader joins the organization during a crisis situation, he/she may need to shorten the time of evaluating the existing situation and react more quickly with a plan for change in order to put the organization back on track.

Question:
How important is it for organizations to embrace change?

Answer:
All organizations must change in order to grow. However, these changes should support the organization's mission and strategic vision. Change without strategic vision may bring about controversy among its members. Furthermore, change should not be implemented simply for the “sake of change." For example, technological advances often provide opportunities to make an organization's operations more efficient and effective. However, leaders often adopt different methods of operations because they are new and popular, yet they do not support the strategic vision of the organization and may not be cost effective to implement. Analyze the benefits of change in an organization and develop a vision that encourages group members to seek challenges and opportunities to allow the organization to grow.

Question:
What are the different phases of change an individual goes through?

Answer:
Different resources suggest that an individual goes through a various number of stages from the time the person is introduced to the change to the time the person truly accepts and commits to it. The Army Family Team Building (AFTB) Program’s Level II class on Adapting to Change suggests there are four phases. The first one is the denial phase. In this phase, the individual may be skeptical of and/or fear the change. It is important for the person to try and define his/her fears and identify why he/she is avoiding it. In the resistance phase, the individual accepts the reality of the change but often feels angry or withdrawn. It is important for a person in this phase to look for the positive aspects of the change. Doing this helps the individual move on to the exploration phase. This is where the person starts to visualize his/her future as a result of the change taking place. The individual tends to be more open to possibilities and becomes more accepting of the change. The final phase is the commitment phase where the individual embraces the change and is ready to move on. Note that this is just one resource’s model of how change occurs. There are other change models that offer variations to the four phases described here. Refer to the resources provided for more information.

Question:
What is a strategic leader's role when implementing a change in the organization?

Answer:
Change is a constant, whether it is personal, societal, or organizational. Some individuals welcome or initiate change while others resist it. One of the primary goals for a strategic leader is to improve an organization. Strategic leaders strive to leave the organization better than when they arrived and with this kind of improvement comes change. Strategic leaders need to recognize that an organization’s members will probably react differently to changes introduced by them, and they should plan the changes they want to make with this in mind. One of the first things a strategic leader needs to do is embrace the change himself/herself. A leader cannot convey enthusiasm for a change that he/she does not welcome. Leaders should have a solid understanding of the organizational dynamics and introduce changes in ways that will maximize individual acceptance. For example, introducing certain changes in an organization of highly educated scientists would probably require a different method than that used to introduce changes in a high school. Because some people are skeptical about changes, it important that you find ways to make your changes seem less threatening. Getting people to understand and accept the value in the new idea will cause them to be more willing to accept the change. Recognize that individuals often go through different phases of change, from denial to acceptance. Guide individuals toward change with sensitivity and appreciation for their uncertainty. These are just a few tips on how to manage change and a leader’s role in introducing change in an organization. Learn more about this subject from the resources provided.

Question:
What is the purpose of an organization vision statement?

Answer:
A vision statement is key to an organization’s strategic planning. The organization’s vision should relate to the purpose of its existence. It should incorporate aspects that relate to the organization’s members that would motivate them to align with management in achieving goals related to the organization’s vision. An organization’s vision should be based on the organization’s current state and focus on its leaders (and members) want to see it in the future. It should promote interest and commitment; build confidence among members and other stakeholders; provide direction and purpose; and develop a sense of ownership among members of the organization.

Question:
Why does it sometimes take a very long time for some changes to occur in an organization?

Answer:
Some changes take a long time to occur because the change process itself may be lengthy due to a resistance to change or to the actual time it takes for people to adapt to the change or new process. However, some changes are lengthy because they are part of a bigger plan. For example, the long-term nature of a change may be due to a strategic leader’s plan for the future of the organization. He/she may be striving to lay a foundation for achieving a vision for the organization’s future that will endure. These types of changes take time and often endure beyond the strategic leader’s tenure. Learn more about strategic leadership and organizational change from the resources provided.
Viewing 1-9 of 9 Knowledge Entries

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