>> Publications: Leadership & Professional Development

Change Management within the Defence Department - View PDF (336KB)

This paper examines the implementation of change within a large organisation. The paper specifically focuses on the implementation of the Organisational Renewal Agenda (ORA) within the Department of Defence. John Kotter's eight step change process model provides the structure for this examination. This paper provides a useful tool for analysing change management within large organisations.

The Command of Alexander the Great - View PDF (168KB)

This paper analyses the command of Alexander the Great with particular focus on the tactical and strategic correlation between risk, decisions and his style of command. Risk is inherent in every decision made by commanders at war. Decisions involving serious risk in this context are defined as those having the capability to curtail the campaign. The paper considers a range of his tactical actions against his strategic aim to become the Lord of Asia. This provides the basis to examine the overall risk involved in some of Alexanders’ decisions.

360 Degree Feedback in the Development of Transformational Leadership - View Exec. Summary (216KB), View Paper (512KB)

The use of self-assessment questionnaires and, more recently, 360-degree feedback tools assist behavioural change in organisational leadership development programs. The use of such tools requires an understanding of their utility, effectiveness and importantly their limitations. A learning organisation tracks the practical application of leadership development tools to maximise learning throughout the organisation. This project, undertaken on behalf of the Australian Defence Organisation, captures the use, utility and effectiveness of these tools and their application within an organisational context. This project comprises: a discussion paper and a report. The report is not available due to the sensitive nature of some of the contents.

Renewing Defence - View PDF (964KB)

Defence routinely and regularly embarks on change programs – usually financial and structural, rarely cultural. The Organisational Reform Program aimed to improve Defence culture and, ultimately, Defence governance. Using the Kotter model as a framework, this paper explores the progress of the reform package and makes recommendations to successfully implement such change.