A511.3.3.RB_DiazBrian

Reflecting on this week's readings confirmed just how little I actually knew about power and influence.  I learned that there are two general ways to classify power.  Power can be distinguished between position power and personal power.  Yukl (2013) defines position power as the "potential influence derived  from legitimate authority, control over resources and rewards, control over punishment, control over information, and control over the physical environment." (p.193).  In my organization when I think of position power, I think of the president of my organization.  Yukl (2013) defines personal power, as the "potential influence derived from task expertise, and potential influence based on friendship and loyalty." (p.193)  I can relate to personal power better than I can to position power because at this stage in my career I have not had an opportunity to influence the actions of others in a work related environment.  But how is power acquired?  How is it lost?

Yukl (2013) notes "Power is not a static condition; it changes over time due to changing conditions and the actions of individuals and coalitions.  How power is gained or lost in organizations is described in social exchange theory, strategic contingencies theory, and theories about institutionalization of power." (p.193).  And so we are reminded that the one true constant in leadership, organizations, and in life, is change.

As conditions change, power changes.  As time goes by so do the individuals who hold power and are responsible for influence.  Yukl (2013) indicates that "Studies on the consequences of leader power are inconclusive, but findings indicate that effective leaders have more expert and referent power than less effective leaders, and they rely on their personal power more than on their position power." (p.195).  I would agree.  For example, if a military campaign is being launched, is the military going to rely on personnel that has no prior combat experience?  Would they send a captain to do a general's job?  Not likely.

Through our readings I learned how legitimate power can be used effectively.  Some ways to achieve this are by:
 Making polite and clear requests; explaining the reason for such a request; not exceeding your authority; verifying authority if needed; following proper channels; following up to verify compliance; and insisting on compliance if appropriate.

Yukl (2013) writes "The type of behavior used intentionally to influence the attitudes and behavior of another person is usually called influence tactic." (p.187).  The different types of influence tactics described in or text are impression management tactics, political tactics, and proactive tactics.  Impression management tactics are intended to influence individuals to like the agent or have a favorable view of them.  Political tactics are used to influence organizational decisions for the benefit of an individual or a group.  Proactive tactics have an immediate objective that someone wants carried out.  Some additional forms of influence tactics are rational persuasion, apprising, collaboration, and personal appeals.  These tactics are used in organizations to achieve certain measures, goals, or agendas.  One of the most effective ways to  use tactics is to combine them.  By combining them you are more likely to be successful in achieving your desired outcome.

Personally, the power that I bring to my work place is positivity.  I try to maintain  my positivity in the hope that it becomes contagious.  I want to be able to influence others by having a good attitude, making others smile, and building relationships based on caring.  I think if I want to be a good leader I should be personable, relateable, and sincere.  I want my experiences with my colleagues to be constructive.  No one wants to support or assist an individual who is always negative.  For example, my sister-in-law and I do not get along.  I find the way she treats others and the manner in which she conducts herself deplorable.  She is constantly playing the victim when she feels she has been "wronged".  We were recently out to dinner and I was so embarrassed by the way she treated the wait staff.  The service was more than acceptable (I should know I was a waiter for ten years).  However since she received her meal last, and didn't care for her food, it was a conspiracy.  I am just glad the majority of her remarks were made towards us not the poor waiter.  I was raised to treat others as I would like to be treated and I think in organizations, sometimes we can forget this value.  I for one hold my values in high regard and refuse to (even if I feel wronged) lower my expectations of myself if something out of my control occurs.  

I have not yet had the pleasure to experience a high quality LMX situation in my workplace but I welcome the opportunity with open arms.  I want to put my self in a position to be trusted by my organization and possibly have this type of participatory role with a member of my company in order to develop my skills and grow into a larger role.  An exchange relationship of this nature could have a major impact on my future as a benefit to my company.

Yukl, G. A. (2013). Leadership in organizations (8th ed.). Boston: Pearson.

A511.2.3.RB_DiazBrian

In my role as an academic advisor my student look to me for guidance.  They trust that the information I provide them with is accurate and that I am performing my responsibilities in their best interest.  My goal in this capacity is to build interpersonal relationships with these individuals based on respect, trust, and honest communication.  I do not have subordinates so my experience in this post is reflective of the capacity in which I serve my students.

Yukl (2013) notes that "Supportive leadership (or "supporting") includes a wide variety of behaviors that show consideration, acceptance, and concern for the needs and feelings of other people."  (p.63).  I am cognizant of the fact that my students rely on me to meet their academic needs and personal goals.  In my role it is important that I actively listen to their needs and advocate on their behalves.  Students will share personal experiences with me regarding their individual circumstances so it is important that I provide support and sympathy whenever necessary.  We all have personal problems in our lives and sometimes we just need to be heard and I am appreciative of the fact that I get to help others.  I get to help them achieve their personal goals and I am there whenever they might need some encouragement.  Recently my team met to discuss how we could build on and improve our relationships with our students.  90% of my communication with students is done via email and I rarely have an opportunity to meet these individuals face to face due to the online learning environment we are in.  I do speak with a small a small population of my students over the phone but not as much as I would like.  We brainstormed ideas of personalizing our interactions with our students and decided to make subtle changes in our email communications that made them more personalized to the individual.  We also came up with per-recorded messages to send all of our students introducing ourselves and offering guidance.  These were (if I remember correctly) 45 second sound bites we recorded with the use of an app.  The message was then sent to our respective student populations in a phone "blast".  We did not receive the type of feedback we had hoped, however we will attempt it again at a later time and re-evaluate student feedback to determine if it is useful in building our student relationships.  It is my duty as an advisor to make my students feel that I genuinely care about their educational needs and more importantly, about them as people (and not a number).  For me having this type of  interpersonal relationship is a key factor to not only effectively performing my job but also maintaining these relationships in a trustful, respective manner.

I currently do not possess the experience in my department to offer development to other staff members.  As I continue to learn and grow in my current role it is my goal to develop my skills so some day I can offer mentorship, coaching, and provide others with development opportunities.  ERAU provides opportunities for employees to take part in programs designed to mentor and provide career advice.  One such program is the Leadership Enhancement Program (LEP).  The LEP "is designed for staff and students to learn ideal leadership traits and behaviors they need to lead groups on and off campus and for professional development.  Information provided in each session will unlock the participants’ leadership potential to accelerate preferred results and become a magnet for exemplary leadership research and certifications.  Topics will cover real-world instances of a variety of leadership actions that effect and influence their environments.  Participants will also form leadership teams to analyze and prescribe solutions for a campus or community entity."  Retrieved from http://www.erau.edu/administration/diversity.html

Praise and recognition I feel is such an important part of organizations today.  Yukl (2013) states "Recognizing involves giving praise and showing appreciation to others for effective performance, significant achievements, and important contributions to the organization."  (p. 68).  Each July our department has a retreat in Daytona Beach at a resort.  This resort is located right on the beach.  This retreat serves as an opportunity for the online learning department to prepare for the new academic year.  We break out into mini sessions and go over our goals and objectives for the new academic year.  More than half of the event is actually an awards ceremony.  We are recognized for our contributions and achievements for the previous academic school year.  Trophies and awards are presented and it is a nice change from our daily activities.  It doesn't hurt to be on the beach overlooking the ocean either.  This day has such a positive impact on us.  We get to reflect on the previous year and enjoy each others company outside of the office.  It is a great team building event (as we play games as well) and really reminds us of the work we do and why we do it.  Last year was my first one and I was really impressed at the lengths the organization goes to in order to make us feel like part of a family.  The event made me want to be the best employee I could be.  Not everyone enjoys what they do.  I am lucky to say I enjoy my position and I feel like my organization has my interest at heart.  That in turn makes me want to work harder  because I appreciate what they do for us.  I think we all want to feel appreciated and awards have a way of doing just that.  I think this is one of the reasons ERAU is consistently named one of the top 100 companies for working families.  http://www.orlandotcs.com/proofing/top100/25998/25998_top100_2013winners.php 

Yukl, G. A. (2013). Leadership in organizations (8th ed.). Boston: Pearson.

A511.1.3.RB_DiazBrian

The person that inspires me most is my director (most likely unbeknownst to him).  I have actually had the pleasure of growing up with this individual and we have been friends since childhood.  We remained friends over time and distance.  We would often go very long periods of time without speaking to one another.  However whenever we would see each other it was like we always picked up as if we hadn't missed any time apart.  We have been there for each others weddings and have been there when our children were born.

When I was off living a pretty care-free life without any direction he was in college.  When I was content with only having an AA degree he was working on his Master's.  Professionally he is much (much) further along in his professional life than I am.  He is now preparing to defend his dissertation an will earn his doctorate in the next year.  He has accomplished all of this while raising 3 beautiful children along with his wife.  While working as a paralegal he reached out to me when an opportunity was available at the university he felt I would be a great fit for.  I applied, interviewed with my supervisor (as well as my entire team) and accepted a position with the university.

As a part of the organization I was impressed at the scope of the responsibilities he has.  He is highly respected, extremely dedicated, and genuine in his role as a leader.  What is so impressive is the fact that despite all of his responsibilities as a parent, the level of dedication to his role is amazing.  He typically works 50-60 hour weeks.  He is the first one to work and usually the last to leave.  He is accessible to all of his employees and is always willing to speak with anyone if there is an issue.  I felt inspired from the very first departmental meeting I was a part of.  Here I am in a meeting with someone who I would play with as a child.  Surreal experience to say the least.

So what sets managers apart from leaders?  What makes my director in my opinion an inspirational leader?  Yukl wrote "leaders and managers differ with regard to their values and personalities.  Managers value stability, order, and efficiency, and they are impersonal, risk-averse, and focused on short-term results.  Leaders value flexibility, innovation, and adaptation; they care about people as well as economic outcomes, and they have a long-term perspective with regard to objectives and strategies." (p. 6).  The latter would describe my director.  His vision, dedication, and demeanor makes everyone under his direction motivated to accomplish the goals he sets for our departments.  I believe this figure is a good representation of the difference between a manager and a leader. 

Simon Sinek's How Great Leaders Inspire Action video was thought provoking.  I never considered how effective communication could be delivered from the inside out.  He posed the question "Why?"  Why is it Apple sells products more effectively than Dell?  Why does Apple seem to resonate with the masses and in doing so become so successful?  Sinek asserts that it's because "People don't buy 'what' you do.  They buy why you do it."  He also notes that the "goal is to do business with people who believe in what you believe."  I am an Apple lover and this philosophy completely makes sense to me.  The "why" controls our decision making.  It is the reason I own and iPhone, an iPad, an Apple TV.  I need these devices because they make my life easier, they allow me to connect with people, and I can use them whenever I want.  The "why" of leadership is important to consider because as a leader you want to work with those that believe what you believe.  I think it is important to work with an organization that shares like minded values and beliefs.

In the past I worked for a company that sold computer software.  I was paid more money than I had ever made in my life.  I got to the travel the country and worked with people I liked.  But as I become more familiar with their practices I discovered they were a dishonest company that took advantage of its clients.  I came to an ethical crossroads because of my values.  After working there for a few months I resigned.  The company was run by managers whose only goal was to make money regardless of the implication.  I learned a valuable lesson from that experience. Real leaders evoke inspiration.  Sinek said that "Those who lead us inspire us.  We follow them because we want to not because we need to."  I did not feel comfortable following the management of this company and regardless of the money I made I never regretted my decision.  I am thankful that I now work for an organization that truly values genuine leadership.

Sinek, S. (2009). How Great Leaders Inspire Action. Retrieved from https://www.youtube.com/watch?v=u4ZoJKF_VuA&feature=share&list=PL42F8562DCD3CCEA8 

Yukl, G. A. (2013). Leadership in organizations (8th ed.). Boston: Pearson.

A631.9.2.RB_DiazBrian

After watching the Steve Jobs Brainstorms with NeXT Team video something became very apparent to me.  I would have been a terrible fit for the NeXT team based on my management assessment profile.  Steve Jobs would probably have fired me faster than I could say Mac.  I can imagine him having one of his classic tirades as he disparaged me into exile.  I would have had a great story to tell my grandkids!  Imagine being fired by one of the most ingenious minds of the 20th/21st century.

Why would I have been such a horrible fit for a team with so many other issues at play?  The only characteristic in my favor would be I know that I would have had the courage to leave Apple and follow Jobs to NeXT.  My history of taking business risks would have led me to that team but not much further.  For one, product inventiveness is not in my DNA.  It is practically non-existent.  I have never had a desire to build products or invent them.  Strike one!  I also have a strong need for structure.  For me it is important to have organizational structure.  As a start-up, I feel this is something NeXT lacked.  Organizational structure determines how companies perform and operate.  It seems at NeXT there was some confusion as to how the company should work.  "Team members who joined before 1986 were paid $75,000 while those who joined afterwards were paid $50,000. This caused a few awkward situations where managers were paid less than their employees." Retrieved from http://en.wikipedia.org/wiki/NeXT

To be part of the NeXT team one of the most important characteristics I could have had was my innovation.  However I am extremely conservative when it comes ambition.  Strike two!  I can already see Steve asking some to bring me to his office.  Not only am I conservative but I have a need to ask for advice before acting.  I don't think this quality would be highly thought of in this organization.  The individuals of NeXT are there to innovate, design, problem solve, and most importantly deliver.  My personality needs for there to be tangible results in order for me to measure my success.  Jobs approach to measuring success is the timely delivery of his product, on budget, and at a price that attracts the masses.

I can imagine that working for the NeXT team would involve quite a bit of multitasking across different groups.  Not another one of my strong attributes.  I prefer to work alone but I am able to function as a part of a team.  I enjoy autonomy and is is very unlikely I could contribute to a team of engineers in building this product acting as a lone wolf.  Strike 3!  I can see myself walking into Steve Jobs office for the last time now...

As someone situated to work best in a large rapid growth environment, I think being a part of the NeXT team would have been a horrible fit for me.  A start-up is just not for me.  But it would have been awesome to be anywhere near someone as talented and as brilliant as Steve Jobs.  If there was anyone I could ever dream of being fired by, it would definitely be him.
 

A631.8.4.RB_DiazBrian

I have never taken a Myers-Briggs personality type test before.  I was very interested to discover my personality type (according to this test).  I do recall taking a personality test in the past to determine what career path might best suit me but I can't recall whether it was a Myers-Briggs test or not.  In any event the Myers-Briggs test I took indicated that I am a ISTJ type.  ISTJ stands for introverted, sensing, thinking and judgment.  The exact results of my test can be seen at http://www.humanmetrics.com/hr/JTypesResult.aspx

So what is an ISTJ type?  From what I read and researched, an ISTJ type is exhibits the following traits:

• Deals with things rationally and logically.
• Quiet and reserved.
• Organized, methodical, dependable, and has a sense of duty.
• Generally serious but has an offbeat sense of humor and is a lot of fun.
• Faithful and loyal.
• Not naturally in tune with their own feelings and the feelings of others.

I would like to address these attributes.  I would definitely consider myself to be rational and logical.  This would describe me very well.  This hasn't always been the case.  As a youth I did not give much consideration to the decisions I made.  I was the exact opposite of rational and logical.  I was more of the fly by the seat of my pants, do anything without regard to the consequences, and live for the moment type.  In retrospect I was reckless, selfish, and irresponsible.  But with time you learn from your experiences, use them to grow from.  I did a lot of stupid things into my 20's that I knew I shouldn't be doing but I did them anyway.  That was before I decided to grow up, before I got married, and before I had my son.  As a kid one of my favorite TV shows was Star Trek (the original).   The easiest way for me to sum up who I once was to who I am now would be to say I used to be Kirk but I am now Spock.  Kirk was fearless, rash, and unorthodox whereas Spock was logical, without emotion (which I will touch upon further) , and relied heavily on facts to make decisions.

My ISTJ type describes me as quiet and reserved.  I would agree and disagree with this observation.  I feel like there are 2 Brian's.  The one people see and know in my professional life and the person I am amongst my close friends and family.  At work I am absolutely quiet and reserved.  I am self-aware that I behave in this manner.  If you didn't see me walking by your desk or in the break room, you might not even know I was there.  However around my friends and family I am the complete opposite.  I enjoy being in social (non-work) settings and enjoy talking to people and having fun.  In high school I was runner up for class clown.  I always enjoyed making people laugh.  But how do my colleagues perceive me?  It's funny but I was able to get some feedback not too long ago.  Recently my department had a function at our Director's home on a Friday evening.  We were able to bring our spouses and it was intended to be an informal chance for us to have some drinks and let loose, and have fun.  My wife and I had a sitter and were only went for about 2 hours.  When my wife and I left she commented that "I never thought we were gonna be able to leave because everyone wanted to talk to you."  She mentioned how everyone she met had really nice things to say about me as a co-worker.  She joked, "How did you fool them all!"  I got a good laugh out of that.  But it was nice to know my colleagues enjoy me as a team member and like having me around.

Faithful and loyal.  Without a doubt this describes the person I have become.  I want to be relied upon whether it be by my organization, my classmates, or my friends.  I will do everything in my power to help others and do what I can if someone is in need.  I think these qualities can be attributed to my parents.  My parents have been married for over 40 years.  The example they set for me is part of why I am who I am today.  When all of my childhood friends' parents were getting divorced one by one, I saw the emotional effect it had on them.  My family was one of the few I know that didn't have to go through that experience and for that I am thankful.  It has translated into who I am and where my values are rooted from.  I think these qualities will serve any organization I choose to be part of well.  The future is unknown but for now I love the place that I'm in and will give my organization 110% of myself.  It is who I am.

In high school I dated the same girl for 4 years.  We were very much in love and everyone figured we would get married after school.  But that scared the hell out of me because at 18 what did I know?  I hadn't experienced anything.  I hadn't been anywhere, hadn't done anything.  Long story short I broke up with her and broke her heart.  I then began to date another girl on and off for about 7 years and the relationship was toxic to say the least.  We were gasoline and fire together and we were crazy about one another.  We loved each other then hated each other then loved each other again and again.  This relationship left me very guarded with my feelings in future relationships.  By the time I met my wife I had a real issue with being open about my feelings.  She would say that I had this wall up and wouldn't let her in.  She was right.  It was a protection mechanism I built based on an experience that had nothing to do with her.  I was living in the past.  Luckily for me she chipped away at that wall and I (through a lot of soul searching) was able to express genuine feelings again.  The ISTJ type pegged me again when it said I was not in tune with my feelings and the feelings of others.

But how will I use this information to move forward as a leader in my own right?  I gave this question some though and I realized, that if I use this test, and were to take it on an annual basis, I could map my progression of who I am now and who I can become.  One thing I learned about the ISTJ personality was  that "Due to their straightforward approach, ISTJs may encounter difficulties when it becomes necessary to comprehend a competing theory or idea."  Retrieved from http://www.16personalities.com/istj-personality
I don't necessarily want that to define me and I find the statement to be true of my current state.  However I want to be able to change that aspect of my current personality so I think it is good to be aware of what I perceive as areas for growth opportunity.  The Myers-Briggs personality tests will be a good measure of how I progress and will give me an opportunity to work on areas I might not be aware that could use some change.

A631.7.4.RB_DiazBrian

It has been quite a journey through these last two courses, MSLD 630 and MSLD 631 as we finish up our text.  In these last two courses we learned about:

• OD and reinventing the organization
• Organizational rerewal
• Changing the culture
• Style of OD practitioners
• The diagnostic process
• Overcoming resistance to change
• OD intervention strategies
• Process Intervention skills
• Employee empowerment
• Team development
• Intergroup development
• Goal setting
• Work team development
• High-performance systems
• Organizational transformation and strategic change and
• The challenge of future organizations

What does the future have in store for OD?

As Brown mentions "The application of OD technology is growing rapidly.  New models, techniques, and approaches are constantly being developed and old techniques are being discarded.  OD itself is facing future shock." (p.427).

In my opinion as organizations look to re-invent themselves so will OD.  I believe that there is a great need for OD in organizations that believe and have a vision of a successful future.  Will all organizations look to OD interventions to revitalize or reestablish themselves?  I think the smart ones will.  To quote Sir Winston Churchill "Those who fail to learn from history are doomed to repeat it."  Managers and organizational leaders should be cognizant of the fact that the future needs of organizations and individuals can benefit from the systematic solutions OD programs can offer.  A plan to not have a plan is not a good plan.  As technology advances, demands become greater, and the need for innovation becomes increasingly essential, OD programs can contribute to the success of organizations by offering planned methodology for attaining goals.

When I was in elementary school was was obsessed with playing soccer.  I would play it every moment I could.  I remember the first time I played "organized" soccer.  My uncle took me to the local church and there was a group of about 10 of us.  It wasn't a formal league but more of a little soccer camp.  When the coach lined us up and had us chase that soccer ball I could have run forever.  It was my first true love.  As I got older I studied the about soccer, learned about the World Cup and became infatuated with the great Pele.  I became a really great soccer player, one of the best in my county but my talent was raw.  I practiced every single day on the side of my parents house kicking that ball, anticipating where it would go, becoming one with it.  I eventually landed on my first all-star team and I realized how little I actually knew!  Now that I reflect on it this was my first intervention.  Being selected to this team opened my eyes as to how the game should be played.  I had to change a lot of what I taught myself.  I could no longer just chase after the ball.  I learned that I needed to be part of a team.  That I had to play my position in order to get others involved.  I learned how to play team soccer.  Before I was the one that did everything on my  soccer team.  I was like a bat out of hell!  But I was introduced to the concepts that made the game more meaningful to me.  I learned what it was like to achieve team goals and to trust others.  When there are 10 other teammates on the pitch and you are all working in unison it is a thing of beauty.  Kind of like working on a team for an organization an having a common goal to be better.  I am proud to be on a great team in my current position and we celebrate our accomplishments together, share the same goals, and have the same virtues and values.  I look back to those days on the soccer field and how I learned to be a part of a team and think that has tremendously influenced me today.

#4, front row, far right.

I think as long as there is a need for organizations to continue to progress, to evolve, and become better, there will always be a need for OD.  I don't see it as a fad that will fade away like the short shorts in my soccer pic.  I think OD has a future necessitated by the need of organizations to better themselves using the principles and methods I outlined earlier.

Brown, D. (2011). An Experiential Approach to Organization Development. (8th ed.). New Jersey: Pearson Education Inc.

A631.6.4.RB_DiazBrian

Listening to the dissimilar stories delivered by Jim "Mattress Mack" McIngvale and Stanley McChrystal to me were very inspiring narratives of what it means to be a leader and how important it is to be adaptable.   McIngvale was faced with adversity due to the effects of a massively declined housing market and a catastrophic fire that could have meant certain bankruptcy.  In an effort to literally bring his company back from the ashes, McIngvale knew he needed to do something.  He knew that the way his company had been used to doing business had become obsolete and it would be necessary to completely transform his organization as well as his company's culture.  He picked up the book the Influencer and implemented a wide array of strategical changes with his sales force.  There were six lessons he taught.

1. He taught his staff to love what they hated (some did not like the idea of following up with customers once they had visited the store, they felt it was extra work).

2. He began coaching the staff, sharing ideas, and involving all of the associates.

3. Introduced technology, and made his staff literate in the use of iPads and email.

4. Utilized incentive pay.

5. Posted data for employees to visualize the company's performance.

6. Recognized employees for their outstanding work.

Sales began to take off, employees felt empowered, and McIngvale successfully navigated his organization back from the brink of failure.

Stanley McChrystal is a Four Star General that was involved in a number of conflicts that stemmed from the events of 9-11.  His distinctive service spanned 34 years and earned him several accolades.  His experience in leadership was challenged by the emergence of technology, generational differences, and leading service members stationed around the world.  To overcome these challenges McChrystal had to adapt.  Much in the world had changed since he enlisted back in 1976.  He learned to embrace technology and to be alright with learning from his younger counter parts.  He believes he could attribute his success as a leader to his ability to build trust in his man and women.  He built faith, confidence.  He even embraced reverse mentoring.  Imagine being a 20 something having to teach a 4 Star General how to use technology.  I could only dream of being in a position to be able to soak up as much information as possible from one of the greatest modern military men in recent history!  McChrystal believed in the culture of the Army as an Infantry man.  He also believed in the soldier's creed.  Brown stated "evidence suggests that strong cultures have more of an impact on employee behavior and are more directly related to lower turnover.  Research also suggests that a strong culture helps workers march to the same drummer, creates high levels of employee loyalty and motivation, and provides the company with structure and controls without the need for an innovation-stifling bureaucracy." (p. 405).

 Early in my life I worked primarily in the service industry.  I started off working in a Ponderosa as a dishwasher (I was all of 15).  From there I worked my way up to cook and then I wound up waiting tables for what seemed like a lifetime.  I worked for a place in downtown Orlando and the made me an assistant manager.  It was a new restaurant that was trying to make a name for itself.  It lacked a defined culture, a vision, and or strategies to help it.  I worked my *** off for this place because I  thought that it could be the springboard for a new career in management.  I was loyal to a fault.  After a few months sales kept declining, turnover was high as the sky, and the owner was (how do I put this gently) absent in terms of decision making.  It was a complete mess and the writing was on the wall well before the doors closed.  The owner had never owned a restaurant before and treated the place like his personal candy store giving all the pretty women free drinks, drinking (pretty heavily) while he was there, and not "throwing his weight" around when he wasn't happy with things.  He could have benefited from picking up our text and learning how organizations transform, build and revise cultures, share their vision and strategies and change the culture from one that doesn't work to one that cares.  In an effort to turn things around the owner brought in a "CFO".  We failed to see eye to eye almost from day one which for me is nor the norm.  I was more than happy to sit in a meeting with him one day and after being berated (I can't remember exactly for what) I took my keys out of my pocket and said "These are for you.  Looks like you have a restaurant to run."  And I turned around and walked out never looking back.  It felt good.

Compared to the diagrams in the book both men made cases for why strong cultures were important and how they positively influence organizations.  Both were able to accept the need for change and were able to adapt accordingly.  In McIngvale's case he had a great need for strategic change and he managed that change almost flawlessly.  He wasn't afraid of the change and and made certain he shared his vision, reinforced a new value system, and had key people in position.

McChrystal on the other hand as a member of the Army was in a culture steeped in history and held very dearly by him the others that served under him in the military.  However, he too recognized the need for change and embraced it.  Was he always successful?  Admittedly so, no.  But he used failure as an opportunity to learn and grew from the experiences of his service men and women.

Brown, D. (2011). An Experiential Approach to Organization Development. (8th ed.). New Jersey: Pearson Education Inc.