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BUSM3052- Organisation Learning and Development Answer

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BUSM3052- Organisation Learning and Development

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Question 1

Introduction

As per the Brereton Report, it has been found that soldiers that belong to the Special Air Service Regiment or SAS were the ones responsible for committing multiple acts of war crimes. In order to improve and modify the organisational culture of those army personnels in the SAS, it is necessary to implement proper set of guidelines and recommendations. The approaches of Personal Vision and Mental Models that were proposed by Senge (2006) are investigated in this study as a reaction, with the goal of modifying the culture that is already present at the SAS.

Personal Vision

What is known as "personal vision" allows individuals and the organisations they are a part of to reap the benefits of having a shared sense of purpose, values, and beliefs. It is crucial to have a Personal Vision that is both distinct and well-communicated in order to successfully implement necessary changes to the organisational culture of the SAS. It is essential to communicate the Personal Vision in a form that can be understood by each and every employee at the organisation. The leaders of the Special Air Service are required to develop a Personal Vision for the organisation that incorporates not just the values of the Australian Army but also those of the larger Australian community. The SAS should implement the Personal Vision into its training programmes and provide regular updates to its members on the latest information regarding the programme in order to come to the same conclusion of the action taken by them.

There is no doubt that the primary aim or purpose of Special Air Service has to be centred around the protection of Australia; apart from that, they should also prioritize to spread peace and prosperity all over the world. Beliefs and guiding ideas such as these should be included in their own vision. Even while they are conducting operations in other countries, the SAS must remain committed to protecting these ideals. The leaders of the SAS should always exhibit these characteristics in whatever they do, and they should be held accountable for the actions they take.

Mental Models

According to Senge (2006), an individual's behaviour can be deduced from their assumptions, beliefs, and values (together referred to as "mental models"). The mental models that members of the SAS employed were a significant contributing factor in their commission of war crimes. It is vital for the members of the SAS to have their mental models challenged in order for the organisation to go through a cultural transition.

The SAS has to have training courses that are specifically tailored to test its hypotheses. You should incorporate training situations into the programme that test the SAS members' preconceived beliefs about how things will go. The scenarios ought to stimulate analysis and sensible decision-making in accordance with the principles of SAS. The training course module must include the Personal Vision curated by SAS; it will help the members of the SAS to be well-aware of the things that are expected from them—hence they can figure out how to achieve those goals set by their team.

On the other hand, the members of the SAS need to understand that the Mental Models also play a significant role in developing the culture of their organisation. It is essential to encourage regular introspection among SAS soldiers, and this should be done whenever possible. Leaders of the SAS team need to understand that performing a self-reflection can help them to understand their own strengths and they can also identify the areas in which they need to improve. As a result, the same can help the SAS to create a positive, and motivated organisation culture that will value self-reflection and proper investigation.

Implementation Strategies for Personal Vision and Mental Models

  • SAS CEOs can initiate bottom-up efforts to combine Personal Vision with Mental Models. It is the responsibility of SAS leaders to ensure that all members are aware of and adhere to the organisation's Personal Vision and fundamental values. Leaders can encourage team members to challenge their own Mental Models and embrace the principles of the Personal Vision by providing frequent training and spaces for introspection and discussion.
  • Personal vision and mental models can be used to teach SAS. One approach is to create fictitious scenarios in which the participants must use their critical thinking skills and make choices that are consistent with their own ideals. Training sessions can use SAS's Personal Vision to better acquaint participants with the agency's aims and priorities.
  • Stakeholder cooperation is a great way to get outside perspectives on your personal vision and mental models. Engaging with those who have a vested interest in the success of the Personal Vision can boost buy-in and commitment on all sides.
  • To make sure they are still useful in achieving the organisation's aims, the Personal Vision and Mental Models should be reviewed and updated on a regular basis. New strategies and interventions can be developed with input from stakeholders and team members as part of this process.
  • Finally, encouraging lifelong education is crucial to the success of Personal Vision and Mental Models. Teams can achieve this by creating an environment where everyone feels safe, challenging the status quo and offering suggestions for how to improve the team as a whole. This can be helped in part by providing opportunities for training and growth and by encouraging reflective practises.

Conclusion

In conclusion, one of the most effective strategies for altering the culture of SAS is to deploy Personal Vision and Mental Models. For the purpose of achieving alignment and maintaining relevance, the Personal Vision needs to be crafted and conveyed openly and frequently. It is understandable that the culture SAS is currently pursuing needs to be altered, and one of the significant ways to do the same is applying Personal Vision while also emphasizing on putting mental models while training the member of the SAS team. On the other hand, the leaders and the mentors also need to perform self-reflection to identify where they can improve in order to put the plans of Personal Vision and Mental Models to implement properly. When the same can be done properly, the culture of the organisation will surely improve.

Question 2

I learned a lot about teamwork and flexibility from the Emotional Intelligence Quotient Assessment (EIQA) and the Self and Peer Assessment. First of all, I have learned that value of direct or succinct speech is valued. Effective team communication is essential to guarantee that all members understand and are working towards the same goals. A successful transformation requires everyone involved to understand why things are changing and how they may contribute. In any situation, as a team leader, if I want to understand the sentiments of my team members or co-workers it is necessary that I listen to all of them carefully.

Apart from that, another lesson that I have learnt is the importance of collaboration. Listening to and considering the input of all team members is crucial to the achievement of shared goals. Successful change management relies heavily on buy-in from all relevant parties in order to maximise the odds of a smooth transition. Effective change management also requires a team that can work together while maintaining mutual respect and trust. Another thing that I have also learnt is how important is teamwork and being adaptable. As organisations can anytime change their culture and working procedure based on the customer needs, it is important that the I become flexible to adapt quickly to get a hold of any situation—being adaptable can also help me to overcome difficulties when working in a team. Change management relies heavily on people's adaptability and willingness to rethink previous strategies in light of new information. On the other hand, I have also learned the need for individual accountability in guiding groups through change. It is a fact that when everyone in a team in working on a project, the success of the project will depend on everyone’s capabilities; hence, it can be said everyone has to take the responsibilities of their actions and results.

I learned through the EIQA and the Self and Peer Assessment that strong interpersonal skills are crucial for leading teams and enacting change. As my career and role as a change manager progress, I know I can rely on these lessons learned.

Emotional Intelligence Questionnaire Analysis (EIQA) 

 

Step 1: Record your scores ranging 1-5 on each of the 50 items in the table below. 

 

Self Awareness 

Managing Emotions 

Motivating Oneself 

Empathy 

Social Skill 

1 

 4

2 

 2

3 

4 

 4

5 

 5

6 

 5

7 

8 

 5

9 

 4

10 

 5

11 

 4

12 

 4

13 

 4

14 

 5

15 

 3

16 

 5

17 

 3

18 

 5

19 

 5

20 

 3

21 

 5

22 

 3

23 

 3

24 

 4

25 

 3

26 

 4

27 

 2

28 

 4

29 

 5

30 

 4

31 

 5

32 

 3

33 

 5

34 

 3

35 

 5

36 

 5

37 

 2

38 

 4

39 

 4

40 

 4

41 

 4

42 

 5

43 

 3

44 

 4

45 

 3

46 

 5

47 

 5

48 

 4

49 

 4

50 

 5

 

Step 2: Calculate a total for each of the 5 competencies: 

 

 

Total 

Self Awareness 

 

 46

Managing Emotions 

 

 32

Motivating Oneself 

 

 41

Empathy 

 

 42

Social Skill 

 

 40

 

Step 3: Interpret your result for each area of the competency 

 

Step 4: Record your result for each of the emotional competencies: Strength, Needs Attention or Development Priority 

 

 

Strength 

Needs Attention 

Development Priority 

Self Awareness 

Strength

 

 

Managing Emotions 

 

 Needs Attention

 

Motivating Oneself 

 Strength

 

 

Empathy 

 Strength

 

 

Social Skill 

 Strength

 

 

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