apply change management principles to gunfire at sea case study
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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. - PowerPoint PPT PresentationTRANSCRIPT
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?
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?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 Gunfire at Sea: A Case Study of InnovationInnovation
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 Gunfire at Sea: A Case Study of InnovationInnovation
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 Gunfire at Sea: A Case Study of InnovationInnovation
ResponseQ: What should Sims do now?
Gunfire at Sea: A Case Study of Gunfire at Sea: A Case Study of InnovationInnovation
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.
Gunfire at Sea: A Case Study of Gunfire at Sea: A Case Study of InnovationInnovation
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 Gunfire at Sea: A Case Study of InnovationInnovation
Sims’s Final ActionQ: Was his action correct? Why? Why not?
Gunfire at Sea: A Case Study of Gunfire at Sea: A Case Study of InnovationInnovation
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.
Gunfire at Sea: A Case Study of Gunfire at Sea: A Case Study of InnovationInnovation
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
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
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