Did Senior British Officers Effectively Lead Change?
Abstract
There has been considerable change in the British Army over the last five years. Financial considerations were paramount as the British Army sought to transform and meet the future operating environment. This thesis researched how the changes were perceived by majors who promoted in 2012. The research was mixed, and contained both a quantitative survey and qualitative interviews. The responses were transposed onto a civilian change model by Hal Rainey and Sergio Fernandez, to assess how well the changes were led in the British Army. Three key areas were identified. First, the perception that the cohort felt they had little to no involvement or input into change. Second, the communication of change was not persuasive enough. Finally, that there was a perceived lack of a plan or how change was to be enacted. All these areas negatively affected the perception of change overall and how it was led. Nevertheless, these observations and areas for improvement were always couched in a realistic appreciation of the environment in which change was carried out: non-conducive and constrained. Finally, and with potentially the most far-reaching repercussions for the future, there were also perceived negative affects caused by change on the British Army's culture.
Document Details
- Document Type
- Technical Report
- Publication Date
- Dec 12, 2014
- Accession Number
- ADA613507
Entities
People
- Gordon W. Muir
Organizations
- United States Army Command and General Staff College