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  • Open Daily: 10am - 10pm
    Alley-side Pickup: 10am - 7pm

    3038 Hennepin Ave Minneapolis, MN
    612-822-4611

Open Daily: 10am - 10pm | Alley-side Pickup: 10am - 7pm
3038 Hennepin Ave Minneapolis, MN
612-822-4611
How the Army Resists Change

How the Army Resists Change

Pape, Jason M.

Paperback

Business GeneralGeneral Political Science

ISBN10: 1288253184
ISBN13: 9781288253180
Publisher: Biblioscholar
Published: Nov 9 2012
Pages: 40
Weight: 0.16
Height: 0.08 Width: 6.14 Depth: 9.21
Language: English

Many authors in recent years have written about the Army's reaction to change. They have explored the topic from various perspectives; some look at bureaucracy, others at culture, and still others look at the increasing speed with which the Army's strategic environment is evolving. However, few researchers have assessed the concurrent interaction of these factors. Even fewer have identified a common thread that might help to explain the Army's resistance to change beyond the factors themselves. In this paper, the author attempts to explain the Army's resistance to change from a new perspective ' one that identifies 'organizational hypocrisy? as an anti-catalyst to change in the Army. While this monograph references several established theories of organizational change, the author did not set out to study the Army with any one theory in mind. Instead, he traced many years of discourse regarding change in the Army to try and identify a fresh, grounded view of the subject. This research uncovered something beyond bureaucratic structure, culture, and environment that helps to explain the Army's difficulty with change in recent years. It is a sense of hypocrisy in the rhetoric surrounding change that exacerbates tensions and increases resistance to change within the Army. While one can certainly trace this rhetoric back to any and all of the common factors of change for its sources, a critical view of the rhetoric itself elucidates a significant source of additional anti-change sentiment throughout the Army. This monograph recommends that the Army's strategic leaders adopt a more critical, measured posture on change in the Army. This is not necessarily a call for slowing the pace of change. Rather, it requires Army leaders to approach change from a perspective of healthy skepticism. This skepticism begs to question one's efficacy in directing strategic change (transformation), the authenticity of one's change messages, and whether or not practicable changes ' those that

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