Essay about Current Leadership

Running head: Assessment 2
Assessment 2: Professional Portfolio

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Assessment 2
Introduction
This reflective essay discusses my experience and learning experience through the current
leadership paper whilst/in terms of reviewing the merits or quality features of strategy in the
appendix artifacts.
The artifacts contain a one-page strategy, an overall implementation plan to support the strategy
and a further sub-plan to support the larger plan. From my learnings in this paper, it is evident
these artefacts contain most aspects of mechanically what is needed for a good strategy and
project plan, however, after a more detailed examination it is clear that in order to be sustainable
an embedded to support culture change additional information is needed and a greater focus on
understanding the context of the organization, approach to strategy development and risks to
successful project plan implementation.
My current learnings and this paper deliver a traditional classic approach to strategy and project
management. With the progression and advancement in technology has seen businesses operate
in not seen ways that do not support the classic approach to strategic planning. The learnings
and my experience in business show, not one strategic approach fits all. If a strategic plan is to
be successful I feel the business needs to focus more heavily on unfreezing as Lewin’s model
phase to determine what strategic approach to using before developing one.
1: Safety culture: philosopher’s stone or man of straw
Organizations require a supportive security culture which integrates organizational development
and technological interventions as total system operation. I consider safety culture as a whole
system more complex to apply and manage in an organizational structure. It provides an
opportunistic examination of various theories such as socio-technical systems theory to achieve
an intensified form of operation across the organizational development process (Schein, 2015).
2: Unfreezing change as three steps
Under this assessment, the change theory provided by Kurt Lewin is discussed. It responds with
a three-stage model for managing changes in an organizational structure. Unfreezing, changing
and refreezing is the three-stage process which is used to manage changes across an
organizational model. The variations in the development process have to be in segments with

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Assessment 2
these aspects to achieve a better representation (Drucker, 2008). I consider this model as the
guiding factor for each of the change management process across innovation and foundational
principles.
3: Studying organizational cultures and their effects on safety
This week’s assessment provides a link between safety and organizational cultures. I learned the
relationship which exists between cultural influence and organizational safety factors for a
process. It describes the perception survey as the most widely used research strategy across the
organizations. I have learned the impacts which cultures in organizational context have over the
safety possibilities prevailing inferences and detailed observations across the system (Johnson,
1990). The safety-relevant aspects of cultural analysis are the main ideology which I have gone
through during this assessment.
The reasons for this thinking is of my own experience and research shows large corporates
continually change and alter strategic plans before they have got to project management phase or
partly through project implementation. All too often companies spend precious time laying out long
term strategic plans, only to discover that their plans are out of date in a month. This occurs so
frequently and the impact of resource, cost and time is enormous and also has impact on
customers and far-reaching. Leaders are starting to lose faith in strategies and quite rightly so
(Lakoff, 1993). The artifacts used in this paper exhibit a 1-year implementation plan to support
the 3-year strategy, however, it does not allow for changes in culture and business direction.
This seems to me as a diagnostic approach to strategy development as opposed to a dialogic
approach or the more modern agile way of working.
What I have not seen in the learning and indeed these artifacts is enough flexibility with change
management built into the plans and vision. The learnings describe a vision as a statement –
which to me states a fixed goal. The objectives for a strategy describe KPIs for that moment in
time or to support the fixed goal so they could be fixed themselves. (Lewin and Kotter (Kotter,
1995) and the BOK documents all cover strategy design to reach organizational culture change,
however, all have steps that are fixed, i.e. there is a structure or pathway that is defined). What if