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As "the new kid" on this particularly unique block of federal real estate, I arrived in January with many more questions than answers, and more expectations than doubts. But one doubt: that I never entertained was whether FEI could face the familiar challenges that art historian Robert Hughes once termed "the shock of the new." After all, it is the shock of newness that makes individuals and their organizations uncomfortable. But it is this "discomfort" that we should be institutionalizing at FEI, because we are primarily change leaders.
As a change leader, I must consider how well prepared we are to fulfill our linchpin role of motivating change within the government. For me personally, the answer is embodied within the issue itself. As one of my heroes, Gandhi, once said, "I must first be the change I want to see in my world." Clearly, we must model the behavior that we want to promulgate within our client organizations, and that means that we embrace change at home. Starting with a self-assessment, I am asking myself whether our group change objectives are clear and effective; then I am looking at ways for us to deliver measurable results. I am reviewing our organization's current direction and the steps I might introduce to move FEI gradually toward a strategy of high quality performance improvement. Without doubt, we are in a strong position to implement such a strategy
In my initial review of our actions and plans, I have identified many positive elements at FEI, including; a real intensity in the areas of quality, customer focus, and innovation. Each of these areas can benefit from improvements to our programs. We certainly know how fervently corporate America values the quality concept and it is no less valued here. FEI offers a progressive and innovative curriculum along with best-in-class service for its participants. Its curriculum focuses on developing the individual's values of personal leadership correlated …