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Army Reserve Command: The Kotter's Change Model

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The Army Reserve Command which is an organization that has a mission to help defend our country by having Soldiers who serve the military while still living in the community working. As the Army moves forward they need to stay combat ready at all levels. The Army Reserve pressure is to stay ready with limited resources and time to train Soldiers. By using training sources from the regular Army they can count down on the cost of training while using the resources and training from the regular Army units who already have this in the budget for funding. Current the Army Reserve Command does not have the resources available due to small number of full time Soldiers who can carry out this mission. If the current pressure is not change this will …show more content…

This model like any other for change to happen, it will require the whole Army Reserve Command leadership to want this. One of the first things they would need to do is develop a sense of urgency from the leadership to promote a need for change. This would give that extra motivation throughout the Reserves units to get the process going to get things moving. The second phase of the change is convincing leaders in the Reserve command that a change is necessary to ensure they can meet the overall readiness rate of the military. As military strong leaders having them standing ahead throughout this change will help manage the change. The third phase is to change the vision of the Army Reserve and how they train their Soldiers with limited resources. The leader will need to determine the value of making this change to get better train Soldiers. By making a short summary of the future of the Army Reserve training this will give leaders the tool to use to past down to the lower units as they may want to resist the change as the future of your organization. The fourth phase is to communicate the vision by all the channels you have and within the Army reserve community they can use share drives and weekly teleconferences that will ensure all leader understand the change in the training by partnering up with regular Army units. The fifth phase is to remove obstacles that is keeping the leadership from making the change to train alongside the Regular Army units as they prepare to stay combat ready. Any obstacles should be removed quickly and courses of action to prevent them returning should be put in place. The six phase in the vision change is to create short-term wins while the change is moving ahead. This will reward those who been working on the training schedule and dealing with resources that would normal not be in their lane. The command need to ensure these wins are not

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