13.3 Change and Problem Solving (AFH-1 Section 13C)
Key Takeaways
- Section 13C is ADTC B for TSgt and remains E6/TSgt PFE only; SSgt testers still skip Chapter 13 on the 2026 catalogs.
- Organizational change is the deliberate adoption of a new idea or behavior and new norms; it is appropriate when there is a perceived gap between what the norms are and what they should be.
- Kurt Lewin's three-stage change process is unfreezing, changing, and refreezing; coerced compliance is not recommended.
- USAF continuous improvement uses four named methodologies — Lean, Six Sigma, Business Process Reengineering, and Theory of Constraints — and the eight-step Practical Problem-Solving Method in Figure 13.1.
- Incorrect root-cause determination is the most common CI mistake; Step 8 (standardize successful processes) is the most commonly neglected step; a project is temporary, a program is ongoing.
13.3 Change and Problem Solving (AFH-1 Section 13C)
E6/TSgt PFE only — ADTC B. Still Chapter 13: 2026 TSgt catalog (chapters 11–20), not the 2026 SSgt PFE list.
Quick Answer: Change is deliberate. 13C names Lewin's unfreezing–changing–refreezing, four CI methodologies, the eight-step Practical Problem-Solving Method (Figure 13.1), and project management. AFH 1 also names OODA (Observe, Orient, Decide, Act) and parenthetically ties it to the DAF 8-step method.
Change Is Deliberate (Paragraph 13.9)
Change is appropriate when there is a perceived gap between what the norms are and what they should be. Organizational change is not automatic. It is the deliberate adoption of a new idea or behavior and establishment of new norms involving technology, tasks, structure, and resources, including people.
Leaders explain present shortfalls and benefits of the proposed change, walk Airmen through the change, and show appreciation for contributors while refocusing those who do not. Critical thinking and problem solving should be their first duty. Tough-minded, realistic optimism is the best quality a leader can demonstrate when coping with change.
The change agent is the person advocating for or leading the organizational change. A well thought out plan lets that person anticipate questions, develop courses of action, and address opposing perceptions.
Five common responses: Distrust (tough questions; unprepared leaders fail to gain buy-in); Uncertainty (fear of the unknown; job security); Self-interest (protecting current role); Different Perception / No Felt Need to Change (especially if change was dropped on them); Over-Determination (ironically, organizational structure may be a barrier — a mechanistic structure can be so rigid that it inhibits change).
Reducing Resistance (Paragraph 13.10)
Education and Communication — open communication; educate on need and expected results. Participation and Involvement — generates ownership and commitment. Facilitation and Support — introduce change gradually; add training if needed. Negotiation and Agreement — incentives that remind employees of the changes agreed upon. Coercion — can negatively affect attitudes and cause long-term negative consequences. Coerced compliance is not recommended.
Named Change and Problem-Solving Models
| Model AFH 1 names | What it is |
|---|---|
| Lewin's three-stage change process (13.11) | Unfreezing, changing, refreezing — credited to social psychologist Kurt Lewin |
| OODA loop | Observe, Orient, Decide, Act; parenthetically tied to the DAF 8-step Practical Problem Solving Model/Method |
| Four CI methodologies (13.12) | Lean (eliminate non-value-added activities); Six Sigma (reduce process variation); Business Process Reengineering (change the fundamental way processes are performed); Theory of Constraints (identify, exploit, subordinate, elevate, and reassess bottlenecks) |
| Practical Problem-Solving Method, Figure 13.1 (13.13) | Eight steps to clarify problems, identify root causes, and develop countermeasures |
| Three levels of effort (13.14) | Just Do It (less than a day); Rapid Improvement Event (less than a week); Improvement Project (large team, longer) |
AFH 1 calls CI an Airmen Leadership Quality, a commander's responsibility (AFI 1-2), a major graded area (AFI 90-201), and part of "Excellence in all we do" (AFI 1-1). An effort may draw from more than one methodology.
Lewin, Then the Eight Steps
Analyze restraining forces and strengthen supporting forces. Unfreezing prepares people; the most neglected yet essential part is creating an environment where people feel the need for change. Changing modifies technology, tasks, structure, or distribution of people — anything that alters the previously accepted status quo. Negative reactions can mean you started too early. Readdressing unfreezing techniques is better than forcing a change that causes more problems than it resolves. Refreezing locks in new norms; evaluate results and positively reinforce desired outcomes.
Figure 13.1 eight steps:
- Clarify and Validate the Problem — a problem statement uses data for where, impact, and performance against a standard. It does not assume a root cause, solution, or countermeasure. If data does not exist, pause.
- Break Down Problem and Identify Performance Gaps — the gap between current state and end state is the performance gap.
- Set Improvement Targets — based on expected outcomes and strategic goals; challenging but achievable.
- Determine Root Cause — treat causes, not symptoms; deepest point within the team's sphere of influence; validate with Step 1 data.
- Develop Countermeasures — practical, efficient, effective, sustainable and repeatable. Impact combines quality of the solution and acceptance by the people who implement it. Get a vector check for strategic alignment.
- See Countermeasures Through — execute and track plans with regular progress checks.
- Confirm Results and Process — compare to gaps, targets, and expected outcome. Incorrect root-cause determination is the most common CI mistake. If targets are missed, return to Step 4.
- Standardize Successful Processes — the most commonly neglected step. Standardize via the Airmen Powered by Innovation Program or change requests for TOs, instructions, manuals, materiel, and suppliers; share lessons with the wing process manager and USAF CI portal.
Just Do It: torque wrenches instead of adjustable wrenches; electronic routing. Rapid Improvement Event: aircraft servicing cycle times; first-time pass yields. Improvement Project: shortening overhaul cycle time; software to track overhauls.
Project Management
Project management is leading, coordinating, planning, and controlling processes and people toward an established objective. A project is not a program; programs are ongoing. A project is temporary, with a generalized time frame. Steps: Define the Project Objective → Develop Solution Options → Plan the Project → Execute the Plan → Monitor and Control Progress → Close the Project (document lessons learned). Execute means follow the plan. Constraints: Quality (specifications), Time, and Cost (money, manpower, machinery, materials). One of the three will be your driver and will affect the other two. Planning uses a work breakdown structure plus task analysis (milestones, how they are measured, and resources).
What three stages make up Kurt Lewin's change process as printed in AFH 1 Section 13C?
According to AFH 1, which is the most common mistake made during continuous improvement efforts, and which step of the practical problem-solving method is most commonly neglected?
Which response to change does AFH 1 describe as ironic, because the organization's own structure becomes the barrier?
How does AFH 1 distinguish a project from a program, and what does it say about Quality, Time, and Cost?