RESEARCH, DEVELOPMENT, TEST AND EVALUATION
Emotionally intelligent leaders need to take control of unexpected change, reorganizing it and turning it into strategically sound innovations.
Sequential development of ideas into a product turns into collab- orative treatment by multiple stakeholders working in parallel, whereby plans can be adjusted much faster.
WHAT HAVE WE LEARNED? Te above examples demonstrate that leaders are no longer igno- rant of the destructive effects of creative destruction. Te concept has proven beneficial when, unlike COVID-19, the destruction is guided and controlled. It is important to understand that creative destruction requires emotionally intelligent leaders because only such leaders can manage the process, keeping people and organi- zations in mind. Emotionally intelligent leaders are aware of their moods and their thoughts as well as those of others. As a result, they can effectively reinvent processes that work while eliminat- ing those that don’t.
CONCLUSION Te world is ever-changing and there is no room to fall behind. Te Army has to operate in a challenging, multidimensional environment. Tis requires that Army leaders effectively manage creative destruction to achieve overmatch, deter and defeat current adversaries, and win and protect our freedoms. Te Army cannot afford the consequences of out-of-control creative destruction which equals poor reasoning or outsourcing critical thinking. Te originally proposed creative destruction methodology and its destructive components must be controlled and ultimately eliminated.
Along with effectively managed creative destruction, organiza- tions need emotionally intelligent leaders who act logically and with the desire to make their organizations better. Tose qualities allow them to communicate and leverage all emotions, good and bad, and deliver the desired organizational outcomes while elimi- nating the negative side of creative destruction. As in the examples above, such leaders attract innovation and deliver unmatched results. Tey refuse to validate mistakes; instead they tirelessly race to be ahead of their competitors by taking careful approaches
that innovate but also protect their organization. Tis continu- ous balancing act requires just the right level of self-examination and knowledge about ways to innovate—ways to understand when decisions are right, but also to acknowledge when deci- sions are wrong.
For more information on creative destruction, contact Bonnie Berdej at
bozena.berdej.civ@
army.mil; for more information on C-DAEM, contact Col. Anthony Gibbs at
anthony.r.gibbs6.mil@
army.mil; for information on cross-functional teams, contact Peter Burke at
peter.j.burke.civ@
army.mil.
BOZENA “BONNIE” BERDEJ, DM, serves as the business management specialist supporting the acquisition team of the Project Manager for Combat Ammunition Systems (PM CAS) within the Joint Program Executive Office for Armaments and Ammunition (JPEO A&A) at Picatinny Arsenal, New Jersey. She holds a doctoral degree in management from University of Maryland Global Campus. She is Level III certified in program management and holds a Black Belt Six Sigma certification.
COL. ANTHONY R. GIBBS is the PM for Combat Ammunition Systems within JPEO A&A. His 24-year career includes 12 years of acquisition experience in a range of contracting and program management positions. He is Level II certified in contracting and Level III in program management, and he holds an MBA from the Naval Postgraduate School and a B.S. in mechanical engineering from Missouri University of Science and Technology, and is a grad- uate of the Eisenhower School of National Defense University.
PETER J. BURKE is the deputy PM for Combat Ammunition Systems. He is Level III certified in program management. He holds an MBA from the New Jersey Institute of Technology and Florida Institute of Technology, and is a graduate of the General Manage- ment Program from Harvard Business School.
https://asc.ar my.mil
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