Transcript Apply Change Management Principles to Gunfire at Sea Case Study

Apply Change Management
Principles to
Gunfire at Sea Case Study
Intermediate Cost Analysis
And Management
Expect & Anticipate Resistance
A good idea is not
always enough to
overcome resistance
to change . . . .
Terminal Learning Objective
• Task: Apply Change Management Principles to Gunfire
at Sea Case Study
• Condition: You are training to become an ACE with
access to ICAM course handouts, readings, and
spreadsheet tools and awareness of Operational
Environment (OE)/Contemporary Operational
Environment (COE) variables and actors
• Standard: with at least 80% accuracy
• Identify components of change and needs analysis from real
world scenario.
• Identify steps to overcoming resistance to change in a real world
scenario.
Introduction
This case introduces the technology that allowed
navel gunners to be able to shoot while in motion,
now known as Continuous-Aim Firing. The Ft. Hood
case (discussed a couple of days ago) dealt with
main battle tanks that adopted this same
technology. Mr. Sims is the major player in the case.
The case outlines the problems Mr. Sims faced selling
a breakthrough technology to Senior Leadership.
That technology now provides a competitive
advantage in the battle field.
Change and Needs Analysis
Diagnosis and
needs analysis
Intervention
Follow-up
Ask
• What are the forces for change?
• What are the forces preserving the status quo?
• What are the most likely sources of resistance?
• What are the goals to be accomplished by change?
Gunfire at Sea: A Case Study of
Innovation
Setting the Stage
Q: If you were Sims what would you do now?
Gunfire at Sea: A Case Study of
Innovation
Setting the Stage
Q: If you were Sims what would you do now?
A. Report, document, develop support of what
he is doing, assess what needs to happen,
identify whom to talk to in order to get
needed leadership support, introduce new
way of thinking, start changing cultural
mindset.
Gunfire at Sea: A Case Study of
Innovation
What now?
Q: What do you expect at this stage? Was this
the correct approach? Was it handled
appropriately?
Gunfire at Sea: A Case Study of
Innovation
What now?
Q: What do you expect at this stage? Was this the
correct approach? Was it handled
appropriately?
A. Signs of resistance to change. Identify Power
Field assessment and expected resistors. Build
support. Get a leadership sponsor/ support/ buy
in.
A. Identify the Stakeholders, players and gate
keepers.
Gunfire at Sea: A Case Study of
Innovation
Response
Q: What should Sims do now?
Gunfire at Sea: A Case Study of
Innovation
Response
Q: What should Sims do now?
A. Create ‘Sea of Change’ – momentum, bring
others from the field to support Sims’ findings,
show support that what he is doing has merit
and it can work for others not only Sims.
Create support from the trenches. Get
leadership support ASAP.
Gunfire at Sea: A Case Study of
Innovation
Response – cont.
Q: What should Sims do now?
A. Realize why there is no response. Identify
which are the arguments. What is the
downside?
A. Failed to assess the situation correctly. It was
obvious to him, but not to the rest.
Gunfire at Sea: A Case Study of
Innovation
Sims’s Final Action
Q: Was his action correct? Why? Why not?
Gunfire at Sea: A Case Study of
Innovation
Sims’s Final Action
Q: Was his action correct? Why? Why not?
• A: It was correct in principal. Though could
have backfired. Did not have any other option
else in case his final action failed.
• However, he basically failed in the change
process. It was by luck that eventually it
happened.
Gunfire at Sea: A Case Study of
Innovation
Sims’s Final Action - cont.
Q: Was his action correct? Why? Why not?
Q: What did he try to achieve by his Final Action?
• Muster management support. Something that he
could not do before.
• Exemplify entrepreneurial spirit to its ultimate:
putting everything “on the line”.
Learning Check
Q. What are the forces for change?
Q. What are the forces preserving the status
quo?
Q. What are the most likely sources of
resistance?
Reactions to Change and Interventions
Reaction
Disengagement
Psychological withdrawal
from change
Disidentification
Feeling that one’s
identity is being
threatened by change
Disenchantment
Feeling negativity or
anger toward a change
Disorientation
Feelings of loss and
confusion due to change
Expression
Intervention
Withdrawal
Confront, identify
Sadness, worry
Explore, transfer
Anger
Neutralize,
acknowledge
Confusion
Explain, plan
Reactions to Change and Interventions
Reaction
Disengagement
Psychological withdrawal
from change
Disidentification
Feeling that one’s
identity is being
threatened by change
Disenchantment
Feeling negativity or
anger toward a change
Disorientation
Feelings of loss and
confusion due to change
Expression
Intervention
Withdrawal
Confront, identify
Sadness, worry
Explore, transfer
Anger
Neutralize,
acknowledge
Confusion
Explain, plan
Reactions to Change and Interventions
Reaction
Disengagement
Psychological withdrawal
from change
Disidentification
Feeling that one’s
identity is being
threatened by change
Disenchantment
Feeling negativity or
anger toward a change
Disorientation
Feelings of loss and
confusion due to change
Expression
Intervention
Withdrawal
Confront, identify
Sadness, worry
Explore, transfer
Anger
Neutralize,
acknowledge
Confusion
Explain, plan
Applying Lewin’s Model to
the Organization
Unfreeze
Reducing forces
for status quo
Refreeze
Change
Developing new
attitudes, values,
and behaviors
Reinforcing new
attitudes, values,
and behaviors
Unfreezing
Change
Refreezing
Involves encouraging
individuals to discard old
behaviors by shaking up
the equilibrium state
that maintains the status
quo - the organization
eliminates rewards for
current behavior
New attitudes, values,
and behaviors are
substituted for old ones
- the organization
initiates new options
and explains their
rationale
Involves the
establishment of new
attitudes, values, and
behaviors as the new
status quo - organizational
culture and formal reward
systems encourage the
new behaviors
Reasons for Resistance to Change
Uncertainty
Threatened
self-interests
Planned
Change
Conflicting
perceptions
Feelings of personal
loss
Resistance to Change
It can be either Behavioral, or Systemic, or both
Behavioral Resistance
(software)
• Based on Perceptions of Consequences,
perceptions are negatively exaggerated
Cultural
- Personal insecurity
- Fear of incompetence
- Contradiction with model of
reality
-Violation of norms of
behavior
-Irrelevance of expected
results
-Lack of rewards/ incentives
Political
-Loss of power
-Loss of influence
-Loss of rewards
-Loss of prestige
-Loss of funding
Systemic Resistance
(hardware)
• Is proportional to:
Incapacity
-Shortage of budgets
-Shortage of managers
-Shortage of functional
capacity
Incompetence
-Lack of skills
-Lack of correct
information
-Inability of systems
structure
• Conflict of strategic vs. operating work (short
term vs. long term)