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This study investigates the science of change management and seeks to discover how well the Army handles the process of leading and managing change. Using John Kotter's eight step process for change management (CM) as a benchmark model, this monograph presents three case studies for analysis and comparison. Each case study is qualitatively measured against the 'ideal' presented in Kotter's CM model in his book Leading Change. The case studies include the Army's adoption of the black beret, the new Army Combat Uniform (ACU), and the introduction of Lean Six Sigma (LSS) processes at Letterkenny Army Depot. Included is a definition of CM and critical review of what CM is in comparison to process management. These two practices are carefully delineated in order to depict the broad applicability of CM tools, specifically Kotter's model, in comparison to targeted process management tools like LSS. While the case studies presented are not an exhaustive representation of the Army's efforts to effect change, the observations and analysis provided indicate that the Army enjoys mixed results at leading change. The evidence also suggests that applying the science and methodology of CM is a critical enabler and catalyst for positive results. Additionally, the monograph points to a systemic lack of Professional Military Education (PME) on the topic of CM and recommends the introduction of a tiered system of educating our leaders beginning at the Sergeants Major Academy, the Basic Officer Leader Course (BOLC), and continuing at each venue through the Brigadier General's Training Course (BGTC).
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