A useful organizational developmental framework derived from military sources and adapted to business needs.
From being the Commander of a small US Army clinic in Schweinfurt, Germany, to being the Chief Medical Officer for all of military medicine in the National Capital Region at the JTF Cap Med, I have led organizations. To train my colleagues, I have developed the ACES Framework of Organizational Development. It is based on the military model.
I have posted it here because some have found it useful in the past and others find it useful in the future. Happy reading!
ACES Framework of Organizational Development
Our ancestors struggled with many of the same problems that we face. Their solutions are not always the best, but not always the worst either. Newer is not necessarily better. Find out why!
Last week I was on a mission trip to Chicago with the youth choir from our church, and one of my favorite parts was the chance to talk with the kids. I have been going for several years and have seen youth born since 1993 on these journeys. Also for the past three weeks, my family and I have hosted three women in their early to mid-20s working in Washington DC as part of a journalism internship for World Magazine. These groups represent the last half of the generation that demographers call the Millennials, roughly defined as people born between 1980 and 2000.
As we talked, one theme that arose was a tendency among some to dislike tradition. This theme is at odds with some data indicating that Millennials seek tradition, but the difference may be in semantics. Since in the course of normal conversation few people clearly define their terms, and we didn’t either, it is not certain what each person in my non-scientific sample meant. However it was apparent that each speaker had a slightly different definition, many relating the word “tradition” to the phrase “we’ve always done it this way.” Since authors from Tom Peters (born 1942) to Colin Powell (born 1937) have warned readers not to blindly adopt traditional ways of doing things, it is worth asking ourselves“What should we do with tradition?”
Continue reading “What to do with Tradition”
Ever feel like your problems are so big that you can’t even understand them, much less deal with them? Ever feel impotent to grasp others’ problems, much less help them with them? Approaching the topic first from a medical and then from a larger perspective, the attached article may provide some insight.
A fellow student from the public health program at Johns Hopkins came to me with a research idea many years ago. Performing publishable research is a requirement of the program, and we were struggling with the most fundamental issue; thoroughly understanding the problem that you wish to address. Our team wrestled with the possibilities, explored lots of dead ends, and sought guidance from more experienced researchers. Eventually a reasonable, although not groundbreaking, plan took shape.
Continue reading “Understanding Problems”
A dear friend and true expert, Dr. Eleanor Henry, writes on how to manage meetings.
“Last week’s meeting would have started on time, but the starting time wasn’t emailed out until one hour before, so the participants, the few which showed up, straggled in and began work 15 minutes late. The room was hot and muggy from a recent air conditioner breakdown. The chair opened the meeting but the minutes from the meeting before were not done so the participants could not approve the old minutes. Also, no one remembered all of the open action items. It didn’t matter because 7 people were required for a quorum and only 6 attended. The agenda wasn’t complete and the read-aheads that the briefers provided were not distributed before hand. Others wanted to call in but could not because no one had arranged a dial-in link. Even if there had been, the racket from hammers and drills of people trying to fix the air conditioning in the other room was nearly deafening. The briefer struggled to make himself heard above the din. The computer, slide projector and screen hadn’t been set up and no copies of the slides were available, so the attendees huddled around the briefer’s 15 inch computer screen. At least they could hear him better.”
Continue reading “Administrative Support – How to Manage a Meeting”