Realignment and the Process of Change at Naval Postgraduate School

Jett, Timothy; Thompson, Shea; Wing, Alan Chong Kim

doi:10.21236/ada420572

Cited by 1 publication

(1 citation statement)

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“…This provided consistency but also elicited specific information deemed necessary to understand their process. Data were collected by Jett, Wing, and Thompson (2002) as a part of an MBA research project, under the advisement of the first two authors. The transcripts were kept confidential to garner candid responses from those participating.…”

Section: Methodsmentioning

confidence: 99%

Rapid Transformation in a Dual Identity Defense University

Sekerka¹,

Zolin²,

Simon³

2005

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Public reporting burden for this collection of information is estimated to average 1 hour per response, including the time for reviewing instruction, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, 12b. DISTRIBUTION CODE ABSTRACT (maximum 200 words)We discuss and examine strategies used to achieve rapid transformation when there are specialized identities within an organization. In this case study we use a grounded theory approach, conducting interviews with individuals representing the various subgroups in the organization two years after a reform initiative was undertaken. Transcripts were thematically analyzed. The findings contributed to the development of a model to depict the effects of a specialized management identity that employs a deletion strategy using coercion to effect rapid transformation. Recommendations are presented for specialized identity change management strategies. NUMBER OF PAGES 58 SUBJECT TERMS AbstractThe fall of the Berlin Wall, the "9/11" terrorist attack on the World Trade Center, and subsequent war on terrorism have created a critical need for rapid transformation of the United States defense doctrine and its many organizations. When the environment changes, rapid transformation may be necessary for survival, but procedures to achieve reform with speed may or may not be effective. This technical report examines how engaging in military style rapid transformation impacted a premiere educational institution of the Department of Defense, a university with specialized identities held by the military management and academic faculty subgroups. The leader and head change strategist of this institution took a multiple identity organization and mandated rapid transformation. To date, little research has been conducted to understand the coercive mode for managing multiple organizational identities in the process of rapid transformation. To explore this subject and to edify existing theory, interviews were conducted with members of an organization two years after a rapid transformation initiative was deployed. Using informed grounded theory we examine and discuss how the strategies employed to achieve reform may have reduced the initiative's success to create rapid transformation and limited the organization's range of future capabilities. Based upon our findings we develop a model to depict the effects of a specialized management identity that employs a deletion strategy using coercion to effect rapid transformation. We conclude with recommendations for specialized identity change management strategies. PurposeThe purpose of this study was to learn more about the process of rapid transformation and how the strategies used to implement this type of change can impact both the organization and its members. We studied one of the Department of Defense's premiere...

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Section: Methodsmentioning

confidence: 99%