Embedding Culture in Relation to the Shotgun at the United States Naval Academy
Abstract
The objective of this study was to determine if the randomization of members in an organization can result in a new organizational culture. This study was conducted following the 2021 shotgun of the Brigade of Midshipmen at the United States Naval Academy, where 75 percent of Midshipmen were redistributed into new companies. Different aspects of organizational culture were researched, including the way cultures form, transformational leadership, different configuration models, and Schain's embedding mechanisms. Focus groups were held for the Midshipmen and their leadership to discuss how the shotgun impacted their company's culture, if at all. Despite the wide variety of experiences from the Midshipmen, three common themes emerged. Embedding a new culture requires a cohesive environment to create a change, a promulgation of a clear set of goals is needed to align the personnel with the organization, and that establishing a sense of accountability is critical. It was also discovered that a culture would establish itself regardless of the intentionality presented by its members. Limitations of this study included no pre-shotgun data, the voluntary nature of the focus groups, and the sheer amount of data synthesizing required. Recommendations for further attempts of this shotgun should include more oversight to ensure current issues are corrected beforehand, and that new cultures align with the larger organization.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jun 01, 2022
- Accession Number
- AD1213727
Entities
People
- Rachel Bailey
- Sean R. Leahy
Organizations
- Naval Postgraduate School