Managing the Dynamics of Change

摘要

Policies and direction issued by Staffs to their operational commanders often lack supporting rationale and solicitation for comment/ information. Lack of understanding on policies affecting funding and manning are often viewed as adversarial and lead to self-fulfilling prophecies of ineffectiveness. Two case studies are used to exemplify typical problems associated with unilateral decision making and implementation of directives. Purpose of paper is to show how to avoid or mitigate the negative impact associated with plans that have a poor objective/strategy match by using case studies of how 'not' to promulgate changes. Background information is provided on organizational behavior patterns to better explain the natural tendencies and dynamics involved with organizational changes. Author conducted survey of MSC fleet CO's and MSC Headquarters and Area Command staffs to obtain relevant source of perceptual differences on the two case studies examined. Author uses combination of Military Sealift Command (MSC) Fleet survey responses, related reference material and 20 years personal experience with the Military Sealift Command (afloat and ashore) to provide unique insight into the differences in perception experienced between MSC civilians, Navy personnel and Commercial merchant mariners. Paper stresses importance of open communication and willingness to listen without preconceptions or filtering, while recommending the application of inverse reasoning to determine proper objectives and courses of action when considering policy changes.