Recapitalizing the Navy A Strategy for Managing the Infrastructure (1998) / Chapter Skim
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Appendix D: Key Guides to Successful Change
Appendix D: Key Guides to Successful Change
Pages 101-109
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From page 101... ...
That is, successes with change at a more local level, such as in the San Diego and Hampton Roads regions, are often motivations to accept larger changes in the system. Everyone and every level of a system has to create its own innovations and changes in the way it works and conducts its activities, rather than waiting for NOTE: For further reading on this subject, see Troxel, James P., ed.
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From page 102... ...
The magnitude of the changes required to achieve the strategic objectives of the Navy within the expected budgets must be conveyed. For example, the fiscal reductions that are required in the infrastructure to fund the desired modernization goals of the Navy in a flat overall budget situation must be made clear.
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From page 103... ...
Guide 3 Put All Change in a Context of Larger Purposes and Missions Even when a clearly stated purpose or mission is available, recognize that every purpose or mission must exist in a context of larger purposes or missions. Individuals make many minute decisions as time goes on in the change process, based on their unstated assumptions and the meanings associated with words and phrases.
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From page 104... ...
The elements of the force operations can be related to force modernization and to the infrastructure to provide insight into the interactions of all, thus providing greater assurance that the complexities of the whole are appropriately considered and interrelated. Within this context, the committee views the Navy as an overall system, with fleet operations as the primary customer and shore installations and systems commands as major suppliers.
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From page 105... ...
The current practice of assigning new but highly trained sailors to mess duty aboard ship for extended periods creates a great deal of stress and adversely affects performance and reenlistment. Rather, a system perspective would strongly suggest that the galley (food delivery system)
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From page 106... ...
Sailors drive many of the support requirements aboard ship and heavily impact the size and cost of shore installations. This strategic proposal would have a major cost reduction impact on future operations.
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From page 107... ...
The highest-priority proposals should be implemented first. Task forces involving a cross section of the organization are then formed and charged with the responsibility for developing charters and tactics to actualize the selected strategic proposals on behalf of the entire organization.
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From page 108... ...
However significant the champions of change may be, such skilled facilitators or change agents are necessary to obtain innovative results as well as successful change among all the smaller groups, task forces, and teams that the plan of action for change would set up. Guide 8 Collect Only Essential Information System performance measures are essential in the operation, management, and change of all organizations, but the term "essential" requires clarification.
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From page 109... ...
Guide 10 Persevere in Seeking Change; It Takes a Long Time The necessary cultural change in the Navy can take 5 to 7 years or longer. Installation of smaller system changes may also take many months to 1 to 2 years.
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