How the Army Resists Change
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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...
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 This work has been selected by scholars as being culturally important, and is part of the knowledge base of civilization as we know it. This work was reproduced from the original artifact, and remains as true to the original work as possible. Therefore, you will see the original copyright references, library stamps (as most of these works have been housed in our most important libraries around the world), and other notations in the work. This work is in the public domain in the United States of America, and possibly other nations. Within the United States, you may freely copy and distribute this work, as no entity (individual or corporate) has a copyright on the body of the work. As a reproduction of a historical artifact, this work may contain missing or blurred pages, poor pictures, errant marks, etc. Scholars believe, and we concur, that this work is important enough to be preserved, reproduced, and made generally available to the public. We appreciate your support of the preservation process, and thank you for being an important part of keeping this knowledge alive and relevant.
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