in 150 words or more, write a peer response at a sophomore college level:

The creation of DOGE was formed to cut federal spending aggressively through large-scale restructuring and drastic intervention. This department used a revolutionary approach because it aimed for rapid, significant transformation rather than incremental improvement (Jones, 2013). These planned changes were created deliberately at the highest levels of government with clear political and fiscal goals under President Trump's administration. More specifically, the temporary department aimed to modernize Federal technology and software to maximize governmental efficiency and productivity, doing so in teams responsible for implementing the President's DOGE agenda (The White House, 2025). Each team was composed of at least four skilled employees that represented various Federal agencies who could assume responsibility for performing all the operations necessary for completing their stage of DOGE's modernization and efficiency objectives (Jones, 2013, p. 285).

Contrary to revolutionary change is evolutionary change, which is gradual and incremental, and specifically focused (Jones, 2013, p. 281). Jones describes that on an individual level people have more time to learn and adjust. Organizationally, there is usually less resistance and existing systems can evolve rather than be dismantled.

Federal agencies might find themselves in various phases of the organizational lifecycle upon DOGE investigations and actions. For example, the Environmental Protection Agency (EPA) find themselves in a decline since it has been targeted for severe budget cuts (billions of dollars' worth of grants ended), reduced enforcement power (such as California's electric vehicle mandates being terminated), and extensive office closures and layoffs (Search News Releases | US EPA, n.d.). In another example, the Department of Veteran Affairs (VA) is in a period of growth in which it aims to restructure the department, revise its mission, invest in new service models, modify hierarchy, and shift toward privatized partnerships for healthcare delivery (Commentators, 2025).

Regardless of an agency's restructuring, downsizing or possible decline, each situation demands a different strategic response. In an agency being restructured, it is important to reorganize internally without shrinking or compromising its core functions. It would be beneficial to combine this with a generalist strategy because it allows the agency to remain operational in an uncertain and shifting policy environment, such as the kind of environment created by DOGE. Generalists spread their capabilities across multiple functions or services, which gives them the flexibility to adapt to changing niches including reallocating resources, retraining staff, or adopting new responsibilities (Jones, 2013, p. 312). Downsizing would benefit from a specialist strategy to narrow their focus on core competences while still providing quality services even though the organization may face reduction in staff or budget. An organization heading toward decline may face elimination if it is unable to fit with new environments, such as those with old-fashioned or outdated skills (Jones, 2013, p. 313). If it is unable to apply a specialist strategy to survive by serving a narrow or highly necessary role, natural selection will ensure it is "selected out".

Leadership can ethically manage transformational change while maintaining employee morale and public trust by communicating transparently, especially when expected outcomes are less than desirable. It is better to be honest and upfront rather than allow fear or rumors to guide morale. Additionally, leadership needs to preserve public trust during times of change and promote the agency's goal to provide effective quality services, not just cut costs for its own sake.