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EVIDENCE
I would argue that purposeful, deep, lasting change is one of the most difficult tasks in
the human experience. A metaphor for sinners used by St. Augustine (1961) in his
Confessions seems appropriate for the change process as well. He describes the phenomenon
of awakening with eyelids still heavy with sleep, with sheets that seem to reach out and pull
the sleeper back; the fight to get up and to shake off slumber seems impossible, and the
discipline and effort required to be free immense.
The Change Catalyst brings vitality and energy to the process of being free of the old
and moving into a new state. He or she is so powerfully motivating as to overcome the
inertia, fear, and/or naysayers of an organization and begin a change process. Of course,
velocity without direction is often worse than remaining stationary; it is imperative that a
change effort be correctly guided and directed as well. This skill also lies with the Change
Catalyst, who takes the time to understand the unique organizational environment in which
the change occurs. This includes an understanding of goals and vision (direction); the
strengths and weaknesses of the individuals involved in the change and resources available
(mechanism); and the values, ethics, and rules that govern the organization (environment).
The Change Catalyst demonstrates an ability to address these three separate categories,
understanding the implications of each and how they converge to design and implement a
change solution.
It is important to note that this is not an immediate process, not a permanent one.
Should the Change Catalyst fail to ensure that any of the three categories post-change are in
harmony with the changed facets of the organization, his or her effort may be for naught.
John Kotter (2012) speaks specifically to the importance of these factors in his seminal work,
Leading Change, specifically the direction and environment considerations.
INTERPRETATION

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There is a monumental difference between recognizing potential or need for change,
being able to put together and communicate a comprehensive and logical change plan, and
being able to effectively actuate that change process. Upon entering the program, I was
convinced in my own skill as a positive agent of change because I could see inefficiencies in
a process and point them out to others. What that actually made me was a part of the
problem; I was willing to search for and decry problems, but was unable to present any plan
for solution. Experiences in both the ROTC and MAiL program have revealed the
foolishness in that line of thinking; any follower can be critical of existing problems, but it is
up to a leader to actually make headway on resolving those problems. My movement from
recognition of need to assembling and communicating a change plan came about largely as a
result of the ROTC program. There I was given responsibility for fixing issues that arose,
and the requirement to do so with the inclusion of my peers. I had to be able to communicate
cogently with them and create a shared understanding of the need for change and my
envisioned response to it. However, the MAiL program is where I acquired the tools and
theory to actually effect the change. Kotters (2012) 8-step change model proved to be a
tremendous tool, offering a framework around which I could organize my efforts and direct
energy in the change process.
APPLICATION
The most potent example of my growth as a change agent is demonstrated by a smallscale research project undertaken with the goal of bringing tangible improvements to the
ROTC program. The impetus for the research was Cadre opinion that Cadets were not
willing to sacrifice for the good of the team and the development of others. I undertook a
study that examined Cadets proclivity towards internal and extrinsic motivators, their selfefficacy, their preference for positive or negative consequence, their thoughts on the
importance of self-sacrifice, and their perspective on personal benefit gained from a high

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functioning team. Unfortunately, the results of the research never led to a tangible change in
the way Cadre and Cadets approached the team-building process. However, the research did
engage other Cadets in the problem-solving process and present recommendations in light of
the prevailing organizational culture and values. It is still relevant and applicable, should
leadership at the higher levels desire to implement some or all of the recommendations.
The second artifact that I feel demonstrates growth as a Change Catalyst stems from
conversations with a good friend who was having some difficulty with the way her academic
program was run. Prior to my time in the MAiL program, I likely would have given little
thought to her displeasure, writing it off as non-impactful for my life or experience.
However, investing more now in other individuals, I was able to sit down with her and
discuss her various objections or complaints. Together we crafted an educated, moderate list
of concerns that she had, taking precautions to ensure that problem-solving effort was
included with criticism. Afterwards, she approached the faculty and shared several of those
concerns in a respectful manner. While we have yet to see if they will be addressed in a
manner that is satisfactory, the faculty did respond positively to the feedback.
CREATION
As I move forward, I am convinced that the most important aspects of developing
competence as a Change Catalyst are establishing direction and cultivating environment.
Both require a great deal of interpersonal skill. Establishing direction is easy to do on the
surface, but difficult to ensure that others in the organization can agree on. In the same vein,
establishing an environment that is open to positive change requires significant buy-in from
those affected. In order to cultivate a rich soil for change in my future organizations, I must
first demonstrate a willingness to accept change myself. Doing so encourages others in the
organization to do the same, as they see positive results. Additionally, it demonstrates a
willingness to sacrifice and support change that is positive for the whole, even if it is not

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directly in my interests. Willingness to engage and be committed when there is no direct
personal gain to be had is a sign of good faith for others, and will encourage them to
reciprocate when it is time to make a change that is difficult for them. Developing the
capacity to care for others must be a priority as well. Learning to value what others hold dear
will allow me to honor those things during a change process and bring those individuals on
board with the effort.

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WORKS CITED
A. (1961). Confessions (R. S. Pine-Coffin, Trans.). Harmondsworth, Middlesex, England:
Penguin Books.
Kotter, J. P. (1996). Leading change. Boston, MA: Harvard Business Review Press.