Flattening+Leadership+and+Decision+Making

> > Chapter overview: > Flattening Leadership and Decision Making (web reference on Flat Organizations and Managing Innovation text) > • Empowers lower level subordinates to make higher-level decisions, i.e. decentralization and sharing of leadership and decision making. > • Power, authority, and decision making are dispersed. > • Will only work if good leadership and management exists at the upper levels. > • Depends on all subordinates having the requisite skills, experience, and tools. > • Cultivation of culture required. > • Training of subordinate and top level decision makers > Development of subordinate leaders into capable decision makers worthy of holding the next higher level of responsibility' > > > Risks (Definition of risk from FM 5-0? short list of barriers to innovation from Myths of Innovation) > • Subordinates may not have the same level of commitment to commander’s vision and goals. > • Sharing key strategic information or direction below a certain level of accountability. > • Levels of subordinate education and experience – Hard to make good judgments without the background. > Approaches to problems as leaders (new Design concept txt (SAMS) and FM 5-0) Design Issues: • What do we mean by flattening leadership and decision making? Define. • Span of control. • Autonomy of subordinate decision makers. • Quality/consistency of decisions, i.e. feedback. How measured?
 * [[file:1989 Air Force PME.pdf]][[file:1989 Air Force Education.pdf]][[file:EDACE 937 Notes on The Myths of Innovation.docx]][[file:EDACE 937 Book Project.docx]][[file:EDACE 937 Book Project Notes from Tidd and Bessant.docx]]
 * Design as a concept of applying critical and creative thinking models to Ill-structured, complex problems in order to understand the problem
 * Battle Command as the means of understanding, visualizing, describing, directing, leading and assessing operations in this complex environment
 * Apply experiential learning model to the concept of design and the operations process to educate leaders at the ten month CGSC ILE course

Bios: Maj Dean Balstad, USAF A faculty member at the U.S. Army Command and General Staff College and adjunct faculty for Embry-Riddle Aeronautical University since 2005, Major Balstad is a command pilot with over 2500 hours in the EC-130H, AC-130U, C-130E and F-15E. He has held leadership positions in the military as an Aircraft Commander, Flight Commander, deployed Director of Operations and Chief of Plans and Exercises, and Current Operations. His deployments include multiple overseas contingencies in the Balkans, Operations Allied Force, Iraqi Freedom and numerous exercises around the globe. Major Balstad earned his bachelors degree in Industrial Engineering (Project Management) from North Dakota State University and his masters degree in Aerospace Science (Operations and Management) from Embry-Riddle Aeronautical University. Major Balstad is currently a doctoral student in Kansas State University’s Adult and Continuing Education program.

Mr. David Christie Mr. David Christie has been a faculty member at the U.S. Army Command and General Staff College at Fort Leavenworth for eleven years where he teaches courses in strategy, operational warfighting, joint operations, homeland security, and combating weapons of mass destruction (WMD).A retired U.S. Navy Surface Warfare Officer with over 24 years experience, he has prior experience both afloat and ashore with two tours in Korea and an assignment on the staff of the Chief of Naval Operations (CNO).A graduate of the U.S. Naval Academy with a B. S. in Physics, a Master of Military Arts and Sciences (MMAS) awarded by the U.S. Army Command and General Staff College, and a M.A. in Computer Resources and Information Management Systems from Webster University.Mr. Christie is currently a doctoral student in Kansas State University’s Adult and Continuing Education program.