Learning Organizations

1. Learning Organizations Angela J. Woods MSM 620

2. Organizational Learning The Military Medical Community has grown significantly over the years. The changes have included small changes like the numbers of staff members certain types of units/sections have to huge changes like the development of new squadrons. As needs changed over the years, the military has adapted the medical elements to meet the increasing and changing needs of its members. Businesses that know how to learn and develop quickly and effectively will thrive; those that do not, will not survive. (TorchLMS, 2011).

3. Who, What, When, Where and Why? Who: My boss, Chief Master Sergeant (CMSgt) Vaughn What: Interview regarding organizational learning When: Various meetings and calls through March 2013 Where: His office and/or via telephone Why: For so many reasons! For one, he is a CMSgtwhich is a rank that only 1% of the Air Force reaches. Secondly, because he is my boss and Group Superintendent. Lastly because his position is the position I would like to end my career in.

4. Organizational Character Index (OCI) When I conducted an OCI on my current organization, I came up with ESTJ. I had Chief Vaughn do the same test and he also came up with ESTJ for our organization. ESTJ: Extraverted Thinking Introverted Sensing Extraverted Thinking Introverted Judging • Influences on why we are indexed how we are: Headquarters requirements, staff rotations, changes in leadership every few years, official guidance leading to needed results, dealing with multiple personnel types and medical needs

5. Organizational Character In talking with Chief Vaughn, I learned about some of the past, present and future of the medical community. Some of the things we discussed: Past: Less deployed members, fewer needs, squadrons were smaller with fewer ancillary services. Present: Multiple types of units (aerospace medicine for physicals/medical readiness, staging facilities for moving patients, aerospace evacuation for moving patients, etc.) Future: Financial cuts (doing more with less), changes in readiness requirements.

6. Organizational Character (con’t) When Chief Vaughn and I were discussing the past, present and future he brought up something interesting. Chief Vaughn used to be in the same position I have now years ago. He told me about the vast differences in that position from when he had it until now. He also shared with me that there are many times that he has to call me to get information and find out about certain requirements and regulations. He says he has no problems asking me for information and learning from me (even though he is the boss)… and that is what organizational learning is all about. We even need to learn things we already know!

7. Character Differences and Influences on Character Military leadership funnels down through the President/Secretary down until it reaches each base commander, then group/squadron commander and leadership. The effects of decisions made high up have different affects on different organizations. For example, requiring an additional immunization for Air Crew members seems like something simple. They just go get a shot. But in the background, this makes a high different to the Medical Squadron. This increases staffing needs, increased ordering of immunizations and supplies. So, learning about multiple areas is mandatory as leaders move up and progress in there career in order for a Commander to understand how this request will affect there areas. It’s the same thing Superintendents need to do (obviously on a much smaller scale) for our sections. We need to learn and understand how others job requirements and needs flow into and become intertwined with our own.

8. Climate of the Organization The climate of our organization. Chief Vaughn is the Group superintendent, and is over all three medical squadrons. Each medical squadron has a superintendent (in my case, I am the Superintendent of the medical squadron that handles medical readiness/physical exams). The climate in each of the three squadrons he manages are a little different. He said that with my squadron, because we have the added responsibility to not only stay up on all training requirements, but to provide physicals/dental/etc to the entire wing that the climate there tends to be a need for more attention because we are the squadron with the most high visibility requirements and expectations.

9. Group and Squadron Goals Chief and I discussed Group and Squadron goals. One of the things he told me was how he had to learn to look for “what’s needed” and make it happen. He gave the example of when he selected me to fill my Superintendent slot. I wasn’t the highest ranking or most experienced person that wanted that job. Chief said he realized that the organization needed someone to take over that position. He needed to fill it with someone who has strong leadership and management skills. Someone who was fair and consistent, and could lead. That was what was not happening in the past that affected job performance and morale of the unit members. It was a lesson learned for him. He learned from the person I replaced that you need to look at more the just a resume when selecting. You have to look at the direction the unit is headed, and pick the person that can get them there. And although technical skills are important, they aren't always the most important thing to look for in a leader.

10. Group and Squadron Goals (con’t) Talking with Chief Vaughn, he also shared some additional learning goals that he was working on implementing with the squadrons: - Cross functionality (so similar positions in different medical units could be cross utilized). - Mentoring (to make sure that people are learning and information isn't being lost during changes and retirements). - Training and refresher courses (set up training/refresher training to maintain skills). - Communication (without a doubt Chief is an introvert and doesn’t really talk much unless he has to. He is working on making himself more approachable since he has noticed that quite a bit of the staff he as now need acknowledgement and accolades and he isn't always good about doing that.

11. Summary Per Chief Vaughn, as a Group, the only way we can grow and meet that Air Force expectations is to learn as we grow. Learn form past experiences, learn from other Groups and Squadrons, wherever there are lessons to be learned. Additionally, as Army Chief of Staff General Peter Schoomaker has said of the conflicts in the Middle East, “This is a game of wits and will. You’ve got to be learning and adapting constantly to survive.” (2011). This same principal applies with any organization.

12. References Butt, Joe. (26 February 2005). Extraverted sensing thinking judging. Retrieved from http://www.typelogic.com/estj.html How to become a learning organization: lessons from the u.s. military. (8 February 2011). TorchLMS.com. Retrieved from http://torchlms.com/blog/general/how-to- become-a-learning-organization-lessons-from- the-u-s-military/