OC-ALC Strategic Plan: Objective 3.4 Communication and Change Managementan: Published Sept. 15, 2014 By Oklahoma City Air Logistics Complex TINKER AIR FORCE BASE - Okla. -- The Oklahoma City Air Logistics Complex Strategic Plan guides the workforce to focus on activities that will enable them to be successful today and into the future. The Strategic Plan does this by focusing on three major priority areas: · Developing and Caring for Our People, · Exceeding Customer Expectations, and · Capturing Tomorrow's Business. Within each priority reside individual objectives. This article will be taking a look at Priority 3's Objective 3.4, "Communication and Change Management". Objective 3.4 is focused on building and sustaining a culture of open communication and change management which fosters mutual respect and inspires individuals to be the best they can be, ultimately enabling them to make a difference in the way their organization performs in achieving its mission. This not only improves workforce engagement, but also paves the way toward a motivated, respected and safe workforce. These ideals could not hold truer than in the OC-ALC. The complex has long been a leader in the industry, with a workforce full of innovation and expertise that has no rival. Yet, sometimes people may look around and it appears not everyone is pulling in the same strategic direction. This is where promoting a culture of change and open communication, which fosters mutual respect and inspires individuals, comes into play. Putting structured processes that facilitate the alignment of people, practices and culture into place helps to increase performance, while also assessing and addressing stakeholder needs and continuing to educate and motivate personnel. Many initiatives are already beginning to take shape that will further enable these end state goals. For instance, for the past few months there have been many types of messaging (Tinker Take Off articles, Commander's Messages, Facebook postings, Strategic Snippets, etc.) that have been geared toward engaging the workforce and rallying them with a charge to link their day-to-day activities to the complex's overarching Strategic Plan. These actions are just the beginning of a more robust and intensive long term messaging campaign throughout the entire complex. OC-ALC leaders are confident that this will enable the establishment of a foundation in which to build a more broad communication culture, where two-way trust and respect resides throughout all levels and proactive, forward thinking mindsets permeate in our decisions and actions. In the coming weeks, the OC-ALC staff will continue to unpack the additional individual objectives that reside within this priority. The hope is that this will begin to give greater insight into how each person can begin to "Find Your Fit" in the strategic plan and enable the OC-ALC to continue to achieve "Art of the Possible" results in all the complex does.