Realignment and the Process of Change at Naval Postgraduate School
Abstract
Few studies have focused on the effects of change within a military graduate institution where military and academic subcultures coexist. This research focused on the 2001 organizational change at the Naval Postgraduate School. The purpose was to identity how change was approached and implemented. Our analysis revealed that this change process implemented across the organization affected the intensity of sub-cultural conflict within the organization. In the case of NPS, we found that an authoritarian military style of change negatively impacted the existing academic subculture. The pressure of a change effort that was not representative of both subcultures served to increase the intensity of conflict between the military and academic subcultures, thus jeopardizing the ability for the two to work together. This study contributes to and amplifies existing theory through the examination of organizational change in a unique military/academic environment. It is important for change agents to understand how these factors are interrelated so that the intensity of cultural conflict can be better managed.
Document Details
- Document Type
- Technical Report
- Publication Date
- Dec 01, 2003
- Accession Number
- ADA420572
Entities
People
- Alan Wing
- Shea Thompson
- Timothy Jett
Organizations
- Naval Postgraduate School