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ARTICLES OF INTEREST AND CASE STUDIES

Please scroll down to find the following articles and case studies

 

  • Eleven Compelling Reasons Why You Need to Know About Emotional Intelligence

  • A Human Systems Approach to Large-Scale Cultural Transformation

  • Designing and Building an LCMC:  Blueprint for a High Performance Organization

  • Power to Change:  The Case of TVA

Eleven Compelling Reasons Why You Need to Know About Emotional Intelligence

 

by Roger L. Cole, Ph.D.

Principal & Organizational Psychologist

RLCole Consulting & Coaching LLC

 

 

Take a minute to think about people that you know who are real standouts professionally.  What makes them that way?  Is it their sheer, raw brain power?  Is it their exceptional technical skills?  Chances are pretty good that these people are both smart and technically skilled.  But there is a third basic trait common to almost every all-star performer —it’s called emotional intelligence or EI and it is probably the most powerful of the three in its potential to boost your performance.........

 

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A Human Systems Approach to Large-Scale Cultural Transformation

 

by Roger L. Cole, Ph.D.

Principal & Organizational Psychologist

RLCole Consulting & Coaching LLC

 

 

It goes without saying that any organization that embarks on a large-scale cultural transformation journey will encounter a great deal of uncertainty and ambiguity—it is inherent in planning and preparing for the future.  Through our work over the years with large and small organizations, both private and public, we have learned that facing the complexity and uncertainty that surrounds the future challenges often requires a different mindset, energy, and commitment than that demanded by challenges of the past.  Successfully shifting the focus relies heavily on the Human System.  From a vision-achievement perspective, it is perhaps more important than any other system because people, specifically leaders, drive enterprise-wide change.  In other words, if an organization pours millions of dollars into reorganizing, restructuring, re-engineering, information systems, research and development, et. al,, but the people don’t change their minds, it will be money poorly spent...

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Designing and Building an LCMC

Blueprint for a High Performance Organization

 

by Brigadier General Mike Cannon and Roger L. Cole, Ph.D.

 

Since the first Life Cycle Management Command (LCMC) was established at Redstone Arsenal, AL, in October 2004, it has become increasingly clear that successful LCMC implementation requires much more than rearranging the boxes on an organization chart and collocating personnel. The LCMC initiative will achieve its desired outcomes only through the application of sound, proven principles of organization design and development,acknowledging the lessons learned from the past and addressing cultural issues. Key desired outcomes are that products get to the Soldier faster, system availability and readiness is improved, the separation between the procurement and sustainment communities is eliminated and life-cycle cost is minimized.........

Power to Change:

The Case of TVA

 

by Roger L. Cole, Ph.D. and Larry A. Pace, Ph.D.

University of Tennessee, Knoxville

 

When Marvin Runyon was sworn in as the Tennessee Valley Authority's chairman, many hoped he would be the knight in shining armor that would save the agency from financial ruin.  Runyon had been a successful automobile executive at Ford.  When he took over the TVA, it appeared that nothing short of a superhero could turn the agency around.

 

The Tennessee Valley Authority was created in 1933 by an act of Congress with the mission of improving navigation on the Tennessee River, controlling destructive floods, producing electric power, planning for the proper use, conservation, and development of natural resources, providing for agricultural and industrial development, and promoting economic and social well-being.

 

Its noble mission began to fizzle when in the early 1970s, TVA begin an overly ambitious program to construct 17 nuclear power plants.  Almost 20 years later, of the 17, only two were on line with plans to restart another unit.  The $15 billion nuclear program had absorbed much of the agency's capital and led to an $8 billion construction debt. Nearly 40% of TVA’s power assets were tied up in unfinished nuclear plants.............

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