Graduate Paper Change, Leadership, Development Final Copy
Running Head: U.S Airways Leadership Change & Development 1 U.S Airways Leadership Change & Development Anthony Layton Harding Wilmington University Wilson Graduate Center
Running Head: U.S Airways Leadership Change & Development 2 AbstractMy research topic is on U.S Air Ways organizational changes, leadership development, andchange management. How can I change this company if I were in an leadership position using amental model? What are some things the organization could improve as I relate a changeprocess to the learning organization that would improve all levels of the organization? Describethe rewards, recognitions, or celebrations in the process. Analyze the chances you think thereare that this change will be successful and sustainable, and why. Then discuss questions thathave been raised through this planning process for which there is no clear answer. My team isTigest, Amanda, Laurie, and Enrique. Together we have formed team groups to discuss ourvision, leadership development, and change. I am researching methods like morale, shifting theburden, limits to growth, and leverage, and the behavior. I also will relate changes to alcoholicspattern of behavior. I will conduct my research on the school database; give firm examples fromthe fifth discipline to conduct a data analysis. I am still changing, and learning because “ We canno longer see the consequences of our actions: we lose our intrinsic sense of connection to alarger whole. When we then try to see the big picture, we try to reassemble the fragments in ourminds, to list and organize all the pieces.” ( Senge, 1990 p.3) Keywords: Leadership development, change management, change processes, learning organization, Team learning, Vision, Morale, Shifting the Burden, Limits to Growth, organizational changes
Running Head: U.S Airways Leadership Change & Development 3 U.S Airways Leadership Change & Development David Bohm said, “The task is futile-similar to trying to reassemble the fragments of abroken mirror to see a true reflection. Thus we give up trying to see the whole altogether.”(Senge, 1990 p. 3) This quote is what I think about before I conducted my research because it isreally the first thing that stuck with me as I read through the book. My research contributionquestions are describe the rewards, recognitions, or celebrations in the process, analyze thechances you think there are that this change will be successful and sustainable, and why. Thendiscuss questions that have been raised through this planning process for which there is no clearanswer. My research knowledge expertise is integrated with the team’s research questions. Ibelieve research on U.S Airways is important because the company needs to change for thebetter instead of the negative way the company is headed now. There are ways that U.S airwayscan establish leadership, change, and have a good learning organization. The first way U.S Airways can establish leadership, change, and a learning organizationis by the rewards, recognitions, or celebrations in the process. When I researched the company’srewards the first thing that came to mind is the employee’s benefits package. I acted as if I wereinterested in a job opportunity, and was applying with the company. I found that U.S Airwayshas the basic Dental, Vision, health benefits, Paid Time off, tuition assistance, dividend milesprogram all your basic benefits, but this is why there company morale is low because therebenefits package is not Competitive in the market (www.usairways.com). Peter Senge describedmorale perfect in the fifth discipline as it relates to an organization. He described the pattern ofbehavior as “The limit gradually becomes more powerful after its initial boom then the growthmysteriously levels off.” (Senge, 1990 p.9) He described the morale versus time graphs as itrelates to the limits to growth process. Morale as it relates to limits to growth will frustrate
Running Head: U.S Airways Leadership Change & Development 4organizational changes because the company’s moral has actually started on a downward spiral,caused by the reinforcing circle running in reverse. The more successful the changes become,the more threatening they can also become, and those threatened begin to undermine the changeimplementation. (Senge, 1990 p.98) There competition Southwest has better benefits, betterfinancial security, better employee perks benefits where they fly for free, instead of earningmileage like U.S Airway through the dividend miles program where there employees hardlyreceive their miles (www.southwest.com). I researched, and found that U.S airways employeesfinally received profit sharing checks since 2007 totaling 47 million dollars. The number soundslike a lot of money but it is not if it is shared amongst all the employees. It is about 650 dollarsfor each employee. Just think all the hard work a individual contributes to the company, and theonly thing is paid is 650 dollars since 2007. (http://www.escapewizard.com) U.S Airwaysemployee’s get paid about 20% less than their completion. I learned this by talking withsomeone that works with the FAA. He gave me an inside look at the company, and theircompletion. This is another reason why morale is low. U. S Airways Employees receive theirrecognition, and celebrate through employee recognition programs, such as, incentive basedprofit sharing, the quarterly above and beyond award, and the annual chairman awardrecognition program. (http://www.escapewizard.com) Human resources should train throughindividual learning, team learning, and a shared vision U.S airways should change their rewards,recognitions, and celebrations to give them a competitive advantage in their competitive marketby changing their benefits package, pay their employees more, and give them more of a bonusjust like there competition or even better. This is how U.S Airways can establish leadership,change, and a learning organization.
Running Head: U.S Airways Leadership Change & Development 5 The Second way the organization U.S Airways can establish leadership, change, and alearning organization is analyze the chances you think there are that this change will besuccessful and sustainable, and why. The chances that the company will be successful isimproving the employee morale, improving safety, customer service, and filling the planes. Ibelieve the issues that can be sustainable are the company’s reputation, service quality, teammanagement, and training. I related the Alcohol drinking pattern of behavior, during myanalyzation, to all the successful and sustainable components of U.S Airways by relating theshifting the of burden cycle graph. (Senge, 1990 p.108) The problem of U.S airways I see iseroding goals, service quality issues, goals for innovation, goals for personal growth ofemployees, and goals for organizational improvement. (Senge, 1990 p.107) All the issues abovecan be related to “Drinking for example, lifts some tension, at least for a while. It relieves theproblem symptom. If it dint people wouldn’t drink, but also gives the person the feeling ofhaving solved the problem, thereby diverting attention from the fundamental problemcontrolling the workload. Failing to take a stand may well cause the workload to increasefurther, since most of us are continually besieged by more demands on our time than we canpossibly respond to. Over time the workload continues to build, the stress returns, and thepressure to drink increases. The shifting the burden structure becomes insidious is the subtlereinforcing cycle it fosters, increasing dependence on the symptomatic solution. Alcoholicseventually find themselves physically addicted. Their health deteriorates. As their selfconfidence and judgment atrophy, they are less and less able to solve their original workloadproblem.” (Senge, 1990 p.108) “The shifting the burden cycle moves in a figure eight created bytwo interacting feedback processes: stress builds, which leads to more alcohol, which relievesstress, which leads to less perceived need to adjust workload, which leads to more workload,
Running Head: U.S Airways Leadership Change & Development 6which leads to more stress” (Senge, 1990 p.108) “Shifting the burden structures produceperiodic crises when the symptoms of stress surface the crises are usually resolved with more ofthe symptomatic solution, causing the symptoms temporarily improve. The problem symptomgrows worse and worse. The longer the deterioration goes unnoticed, or the longer people waitto confront the fundamental causes, the more difficult it can be to reverse the situation. Whilethe fundamental response loses power, the symptomatic response grows stronger and stronger.”(Senge, 1990 p.109) Peter Senge explains how to fix this issue. He says “ a combination ofstrengthing the fundamental response, and weakening the symptomatic response. The characterof organizations is often revealed in their ability or inability to face shifting the burdenstructures. Strengthening fundamental responses requires a long-term orientation and a sense ofshared vision. Without a vision of succeeding through new product innovation, pressures todivert investment into short-term problem solving will be overwhelming.” (Senge, 1990 p.109)A good example of leverage in shifting the burden structures is Alcoholics Anonymous alsoknown as AA or NA Narcotics Anonymous. These groups creates powerful peer support to helppeople revitalize their ability to face whatever problems were driving them to drink, with asense of vision that those problems can be solved. They also force individuals to acknowledgethat they are addicted to alcohol and will be for their entire life, so that the symptomatic solutioncan no longer function in secret. (Senge, 1990 p.110) This is how U.S Airways can establishleadership, change, and a learning organization by shifting the burden to create leverage in theorganization just like as if the organization is addicted to failing because they drink too muchbecause all of the organizations problems. The last way the organization U.S Airways can establish leadership, change, and alearning organization is discuss questions that have been raised through the planning process for
Running Head: U.S Airways Leadership Change & Development 7which there is no clear answer. While I was researching finding out all the problems with U.Sairways questions was raised like will customer service improve, will gas prices go down, howwill costs be absorbed while waiting for the reputation to improve, will profits improve, willemployee morale improve, will leadership of U.S Airways increase profits, decrease expenses,and make the employees happy while working for them? These are the questions that wereraised that had no clear answer to me. So in conclusion U.S Airways can establish leadership, change, and have a goodlearning organization by the leaders and managers using the limits to growth structure, shiftingthe burden to create leverage, building a shared vision in a team learning environment, creatinga mental, and having a personal mastery in the learning organization. This is a systems way ofthinking that Peter Senge describes as skills in reflection, “We are each others’ greatest assets,as the old saying goes the eye cannot see the eye.” (Senge, 1990 p.178) He relates jazzmusicians to being reflective in a systems way of thinking creating a mental to fixing theproblem like what I suggest U.S Airways needs to do. The system works like “Jazz musiciansimprovise together…they feel the direction of the music that is developing out of theirinterwoven contributions, and they make new sense of it and adjust their performance to thenew sense they have made.” (Senge, 1990 p.177) Peer Evaluation Throughout the research I had to go back to team learning to talk about the companybecause I had writers block. Tigest, Amanda, Laura, and Enrique had to clash because everyonehad different questions they was researching just like you said no one is wrong because there isalways room to make additions to information. It was easy at first to pick a company, shareinformation, but to have a shared vision in a team environment was difficult because, we all are
Running Head: U.S Airways Leadership Change & Development 8diverse in our research. I believe everyone in the group worked hard on there research. Ofcourse we had our differences, but in the end we all put out to the maximum. So if it were agrade I would give each individual in the group it would be an A. The only negative thing Iwould have to say would be our communication. We always used emails to communicate. Ilearned in business communications class that email has no richness, and face-to-face is the bestcommunication. I even offered for us to have a phone conference. I had Enrique number, but noone would call me except for Enrique, and Tigest. Tigest even went far and beyond, and metwith me an hour before her class to prevent any problems on our presentation. If it wasn’t forher me, and Enrique would not of seen eye to, and reached an agreement to what to put in thepresentation because we all had our differences. Enrique was good because he had technicalknowledge, and knew how to use power point better than everyone. Laurie to did not care aboutthe issues she was more of an editor because she is good in writing, and Amanda started out theresearch with a lot of information. Working in a Team environment was hard, but we all workedwell together.
Running Head: U.S Airways Leadership Change & Development 9 ReferencesBusiness Wire (March 9 2011). U.S Airways Employees share 47 Million in Profit Sharing. Retrieved from http://www.escapewizard.com/news/index.php?category=usair-news-and- info/us-airways-employees-share-47-million-in-profit-sharing/Peter M. Senge. (1990). THE FIFTH DISCIPLINE: THE ART & PRACTICE OF THE LEARNING ORGANIZATION. NEW YORK, N.Y: DOUBLE DAYSecret: Employee benefits. Retrieved from www.southwest.comSecret: Employee benefits. Retrieved from www.usairways.com