Apply Change Management Principles to Gunfire at Sea Case Study

Apply Change Management Apply Change Management Principles to Principles to

Gunfire at Sea Case Study Gunfire at Sea Case Study

Expect & Anticipate ResistanceExpect & Anticipate Resistance

A good idea is not always enough to overcome resistance to change . . . .

Terminal Learning ObjectiveTerminal 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.

IntroductionIntroduction

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 AnalysisChange and Needs Analysis

Diagnosis and needs analysis

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?

Intervention

Follow-up

Gunfire at Sea: A Case Study of Gunfire at Sea: A Case Study of InnovationInnovation

Setting the StageQ: If you were Sims what would you do now?


Setting the StageQ: 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.


What now? Q: What do you expect at this stage? Was this

the correct approach? Was it handled appropriately?


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.


ResponseQ: What should Sims do now?


ResponseQ: 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.


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.


Sims’s Final ActionQ: Was his action correct? Why? Why not?


Sims’s Final ActionQ: 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.


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”.

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?

Learning CheckLearning Check

Reactions to Change and InterventionsReaction

DisengagementPsychological withdrawal from change

DisidentificationFeeling that one’s identity is beingthreatened by change

Disenchantment Feeling negativity or anger toward a change

DisorientationFeelings of loss and confusion due to change

Expression

Withdrawal

Sadness, worry

Anger

Confusion

Intervention

Confront, identify

Explore, transfer

Neutralize, acknowledge

Explain, plan

Applying Lewin’s Model to Applying Lewin’s Model to the Organizationthe Organization

Unfreeze Change Refreeze

Reducing forcesfor status quo

Developing newattitudes, values,and behaviors

Reinforcing newattitudes, values,and behaviors

Unfreezing Change RefreezingInvolves 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 ChangeReasons for Resistance to Change

Planned Change

Uncertainty

Threatenedself-interests

Conflicting perceptions

Feelings of personal loss

Resistance to ChangeResistance to Change

It can be either Behavioral, or Systemic, or both

Behavioral ResistanceBehavioral Resistance(software)(software)

• Based on Perceptions of Consequences, perceptions are negatively exaggerated

Cultural Political- Personal insecurity- Fear of incompetence- Contradiction with model of reality-Violation of norms of behavior-Irrelevance of expected results-Lack of rewards/ incentives

-Loss of power-Loss of influence-Loss of rewards-Loss of prestige-Loss of funding

Systemic ResistanceSystemic Resistance(hardware)(hardware)

• Is proportional to:

• Conflict of strategic vs. operating work (short term vs. long term)

Incapacity Incompetence-Shortage of budgets-Shortage of managers-Shortage of functional capacity

-Lack of skills-Lack of correct information-Inability of systems structure

Apply Change Management Principles to Gunfire at Sea Case Study

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