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Running head: CHANGE MANAGEMENT PLAN 1

CHANGE MANAGEMENT PLAN 20

Change Management Plan

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Introduction

The U.S. Navy’s Initiative to Better Serve the Fleet

The Navy’s initiative to consolidate several Personnel Support Detachment (PSD) and Customer Support Detachment (CSD) locations was designed to improve efficiency and provide Sailors with a modern service delivery model. However, these changes were hastily implemented in a disorganized fashion without comprehensive guidelines. Based upon research, the Navy Personnel Command (NPC) Public Affairs (2017) stated, “as part of an overall initiative to better serve the Fleet, NPC announced a plan to implement a pay and personnel customer service model that is centralized, integrated and self-service-oriented by consolidating several PSD and CSD locations in fiscal year 2017” (NPC, 2017).

Modernizing and centralizing customer support services are beneficial towards self-service initiatives, such as, updating records of emergency data, submitting changes to marital status, adding dependents, and requests to separate or retire online. Modernizing and centralizing customer support services has also led to massive workloads required to maintain adequate and timeliness of tasks in regards to customer service matters. Furthermore, eliminating the face-to-face and personal aspect of customer service. It is extremely critical for Command Pay and Personnel Administrator’s (CPPA’s) to maintain accountability, auditability, and fully engage with personnel in the absence of the local PSD’s and CSD’s.

Countless Sailors lack guidance on how to initiate these vital requests and are required to rely on newly published guidelines or CPPA’s, which hinders the readiness for change. With an abundance of Sailors lacking guidance regarding individual requirements of the self-service integration, this allows room for error and delays. Furthermore, requiring additional training and rework by CPPA’s. Unfortunately, the only further assistance provided in regards to the transition is through the Transaction Online Processing System (TOPS) or Centralized Hotline.

The company in terms of industry, size, number of employees, and history

The Continental Navy was first founded by General George Washington on October 13, 1775, to defend American Colonies from British attacks. The primary mission of the U.S. Navy is to maintain freedom of the seas making it possible for the United States to use the seas when and where national interests require it ("U.S. Navy"). The Navy is also primarily responsible for transporting Marines to areas of conflict ("U.S. Navy"). On April 30, 1798, a congressional act was signed by President John Adams establishing the Continental Navy as The Department of the Navy.

The United States Navy is one of the five armed forces branches in the United States of America and the largest most capable Navy in the world. As of March 2019, there is 332,507 personnel on active duty, 101,018 in the Ready Reserve and 274,854 Department of the Navy Civilian Employees totaling a force of 708, 379 personnel (US Navy, "Navy.mil Home Page"). Furthermore, as of today, the U.S. Navy has 289 deployable ships and a plethora aircraft.

Current HR practice, policy, process, or procedure to be changed

The Navy rolled out an initiative to consolidate several Personnel Support Detachment (PSD) and Customer Support Detachment (CSD) locations designed to improve efficiency and provide Sailors with a modern service delivery model. Modernizing and centralizing customer support services are beneficial towards self-service initiatives, such as, updating records of emergency data, submitting changes to marital status, adding dependents, and requests to separate or retire online.

Consolidation of the personnel and customer support detachments led to massive workloads that are required to maintain adequate and timeliness of tasks in regards to customer service matters. The changes implemented were hastily implemented in a disorganized fashion without comprehensive guidelines. Furthermore, the implemented changes eliminated the face-to-face and personal aspect of customer service that was being provided to thousands of Sailors and civilian personnel. It is vital for all Command Pay and Personnel Administrator’s (CPPA’s) to maintain accountability, auditability, and full engagement with personnel in the absence of the local PSD’s and CSD’s.

To date, countless Sailors lack the guidance on how to initiate the vital requests they are now responsible for completing which requires them to rely on newly published guidelines or CPPA's. The unknown is hinders personnel readiness for change. An abundance of Sailors lack guidance regarding individual requirements of the self-service integration, allowing room for needless error and delays. These errors and delays will require either additional training or consistent revisions from CPPA's. Subject matter experts should have had effective training and a trial period before the action was rolled out into the fleet.

Proposed change based on current change management theories.

Based on Kotter’s Change Management Theory, the centralizing the PSD’s and CSD’s required more training and preparation then what was given. This was an urgent change, but not enough thought was put into the change. As for the proposed change, big Navy should have created a sense of urgency around the opportunity (Hodges & Gill, 2015). Personnel should have been better trained on the function that came along with the centralized before the change took place. Creating a sense of urgency is critical to heighten the organization's awareness that it needs continual strategic adjustments and that they should always be aligned with the biggest opportunity in sight (Hodges & Gill, 2015).

When the decision was made to go through with the change of consolidating PSD’s and CSD’s there should have been a trial and error phase to ensure processing documents through the Transaction Online Processing System (TOPS) and calls made to the Centralized Hotline were effective. As stated in the text, if done properly, with creativity, such communications can go viral, attracting employees who buy into the ambition of the message and begin to share a commitment to it (Hodges & Gill, 2015). Large-scale change can only occur when massive numbers of people rally around a common opportunity. They must be bought-in and urgent to drive change – moving in the same direction ("The 8-Step Process for Leading Change").

Once the additional personnel receives the training and the trial and error phase has been complete the organization should sustain acceleration. This in tune requires the organization to continue learning throughout the process of the change. They must continue to carry out strategic initiatives and create new ones, to adapt to shifting business environments, and thus to enhance their competitive positions (Hodges & Gill, 2015). Through the change process, there should be some personnel left in the local PSD's and CSD's to provide the face-to-face customer service until it is made clear throughout the fleet on how to properly function the self-service portions related to the change.

Diagnostics tools

After thorough appraisal of the diagnostic tools provided, the two essential tools suitable for diagnosing whether the U.S. Navy is ready for change, PESTELI and SWOT analysis. Below you will find the explanation and reasoning for the chosen diagnostic tools.

PESTELI. This framework is used to analyze the external factors for the organization. PESTELI stands for Political, Economic, Societal, Technological and Industrial factors. The PESTELI tool assists with understanding the political influences and forces that are likely to affect the performance of the organization, the nature of the competition that the organization faces, the demographic changes and trends, the new approaches of things and the industry review. Moreover, this concept is used as a tool by companies to track the environment they're operating in or are planning to launch a new project/product/service, etc. ("What is PESTLE Analysis? A Tool for Business Analysis"). However, it would require an additional tool to assess the internal environment of the organization

SWOT analysis. SWOT, on the other hand, is the acronym for examining the organization’s Strengths, Weaknesses, Opportunities, and Threats (SWOT). The main principle underlying SWOT is that internal and external factors must be considered simultaneously when identifying aspects of an organization that need to be changed (Hodges & Gill, 2015). The SWOT analysis would be considered superior as it factors in both internal and external factors opposed to the PESTELI diagnosis tool. Strengths and Weaknesses are the internal factors while opportunities and threats are external.

Assess the organization’s readiness for change

Provided will be a SWOT analysis of the Navy's readiness for change. This analysis will provide the strengths, weaknesses, opportunities, and threats in regards to the modernization and centralization of PSD’s and CSD’s. See the results of the SWOT analysis below.

SWOT ANALYSIS

Strengths:

· Centralized Locations

· Self Service

· One-stop shopping

· Additional jobs in the centralized location

Weaknesses:

· Training

· Self Service Initiatives/Knowledge

· Face-to-Face Customer Service

Opportunities:

· Training

· Strengthen administrative skills

· Assistance provided to CPPA’s

· Teamwork

Threats:

· Rework

· Inconsistencies

· Hindrances to implemented change

There had initially been a change which centralized all PSD's and CSD's to centralized locations. The proposed change is to clean up shop, meaning to assist with ensuring the fundamental changes function a bit smoother. Training is vital at this point because the pressure is on for CPPA’s and rework is happening at a large scale. The SWOT analysis shows that the U.S. Navy is capable of change. The main principle underlying SWOT is that internal and external factors must be considered simultaneously when identifying aspects of an organization that need to be changed (Hodges & Gill, 2015).

How each step of the eight-tier change model applies to the U. S. Navy

The U. S. Navy's proposed initiative to centralize and modernize customer relations was designed to improve efficiency and provide Sailors with a modern service delivery model. The motive behind the change was a great opportunity to assist Sailors with self-service initiatives. However, additional steps should be taken for the organizational change to be effective. Despite the desire to centralize several PSD's and CSD's, there is a need for many to remain for face-to-face and emergent customer interaction and transactions.

In contrast, Kotter's model relates to the organizational change implemented by the U.S Navy. A sense of urgency was created. However, it was created as the change was being implemented throughout the fleet. There could have been more efforts put into the second step of forming a coalition to better assist with the organizational change. Once the sense of urgency was presented, everyone had no other choice but to be on board with the implemented changes. Higher ranking Navy officials were the brunt of the coalition that was on board with the change. The lowest man in all chains of command was the last one to get the notice of the change.

The third step of the model is where the organization should formulate a strategic vision and develop change initiatives designed to capitalize on the big opportunity (Hodges & Gill, 2015). The vision was well thought out to centralize and modernize PSD's and CSD's; the downfall was the change initiatives. The steps to ensure the fleet was properly trained and adequately prepared to implement the organizational change was a failure. Many Sailors do not have the knowledge and training to effectively process the self-service documentations deal with pay and personnel matters. Had the change modern been adequately followed step four would have elevated many of the previous steps. Higher ranking personnel should have enlisted a volunteer army. The vision should have been appropriately communicated, and volunteers should have been assessed or as stated in the U. S. Navy "voluntold" to test out the change. Enlisting a volunteer army would have sparked conversation and ideas for the organizational change.

Step five of Kotter's change model is accelerating movement toward the vision and the opportunity by ensuring that the network removes barriers (Hodges & Gill, 2015). This step highlights the importance of removing obstacles along the way. Breaking barrier in the face of change is a crucial step within organizational change. The U. S. Navy did not relay the vision throughout the fleet, hence the reason for resistance to change. The fear of unknown will create barriers, while proper communication will prevent barriers. The U.S. Navy began to celebrate visible and significant short-term wins concerning organizational change. Many were hired to fill the many positions required to provide the fleet with 24/7 customer service, but many of the personnel hired were not experienced to fulfill the positions. The inexperience, in return, requires rework and additional training to be provided to and from Command Pay and Personnel Administrator’s (CPPA’s). The benefit of this outcome gave higher ranking personnel excitement in the endeavor of change.

Step seven hints that one should build on implemented changes and never let up. Declaring victory too soon can leave room for slack, create consistency, and personnel can lose track of the change. There is always room for improvement, hence the need for additional initiatives to proposed to be added to the original initiative. Lastly, step eight is institutionalizing strategic changes in the culture (Hodges & Gill, 2015). The U. S. Navy revolves around change. Sailors are accustomed to sudden change, it is a part of military culture, whether for better or for worse. Once the implemented changes are ironed out, they will become a part of the day-to-day evolutions.

Strategies on the implementation of the various steps

Step one: Create a sense of urgency

Creating a sense of urgency is critical to increase the organization's level of awareness that there is the need for continual strategic adjustments and that they should always be in line with the significant prospect in view (Hodges & Gill, 2015). It is vital to inform all personnel of the new initiatives being implemented. One of the most important concepts of operating in an organization that is spread across the globe is not just the ability to communicate, but to communicate quickly, effectively, securely, and with full accountability (Starling, 2018). Communication can be passed through the Navy’s message traffic for widest dissemination. Within the message, it is crucial to begin from the starting point of the process to include any major issues with the initiative. The message will then proceed to explain the need for the new initiatives and the effectiveness of the initiatives. Personnel will be well informed of the proposed change with comparison to the first implemented change. Furthermore, providing deadlines for the initiative and training dates will create a sense of urgency.

Step two: Build a guiding coalition

The core of a network is the guiding coalition (GC), which is made up of volunteers from throughout the organization (Hodges & Gill, 2015). During this phase, higher ranking personnel must be knowledgeable with the organizational change implementations. Once the message traffic is received, it will be vital for each command to do their homework on the initiative and provide training to the junior personnel. The triad should consist of the Commanding Officer, Executive Officer, Command Master Chief, Administrative Officer, and all CPPA's. Administrative personnel, in which are typically the CPPA's, will be a vital part of the GC as they are the subject matter experts. CPPA’s provide input to their Commanding Officer/Officer in Charge on issues related to Navy pay and personnel within the command; facilitate Navy pay and personnel transactions for command personnel on the behalf of the pay and personnel supporting organization; facilitate command level support to Billet Based Distribution (BBD) processes within the command; and provide guidance to command personnel on changes to Navy pay and personnel policies and procedures ("CPPA & PAYPERS Support Services " n.d.) . 

Step three: Form a strategic vision and initiatives

The vision will serve as a strategic direction for the dual operating system. A well-formulated vision is focused on taking advantage of a big make-or-break opportunity (Hodges & Gill, 2015). Communication will be vital in regards to the vision of the new initiative. The first organizational change was rolled out causing confusion, rework and administrative chaos. The vision behind the new initiative is to ensure all personnel are trained and understand the benefits of the centralization and expectations of self-service. While the PSD’s and CSD’s will no longer be up and fully functional, there will be personnel there for face-to-face and emergent services. During this phase, the GC of each command should muster with all-hands to ensure everyone is on board and has a clear understanding of the vision. Mustering all-hands provide the opportunity to receive feedback and prevent the fear of the unknown.

Step four: Enlist a volunteer army

As stated by Kotter (n.d.), Large-scale change can only occur when massive numbers of people rally around a common opportunity. They must be bought-in and urgent to drive change – moving in the same direction. During the all-hands call, volunteers can be accepted to assist with the testing process of the new initiative. This will allow CPPA's to interpret what other changes may be required to achieve the most successful and uncomplicated results. As stated in the text, if done properly, with creativity, such communications can go viral, attracting employees who buy into the ambition of the message and begin to share a commitment to it (Hodges & Gill, 2015).

Step five: Enable action by removing barriers

Removing barriers such as inefficient processes and hierarchies provides the freedom necessary to work across silos and generate real impact (Kotter, n.d.). Training personnel will alleviate individual barriers. Personnel must be on board with the initiative and be willing to share knowledge; otherwise, rework, confusion and stoppage to individual personnel matters will continue. The U. S. Navy has no intentions to pull the strong on the project, only to improve. During the all-hands call, there will be ample opportunity to record the flaws within the current initiative. Correcting the errors is a step toward removing barriers.

Step six: Generate short-term wins

A network’s credibility will not last long without confirmation that its decisions and actions are actually benefiting the organization (Hodges & Gill, 2015). As training is being provided there will be a muster sheet available and CPPA’s can track individuals training and the overall command percentage. All-hands can be held each time the percentage goes up a quarter until max completion. Sailor’s like to hear from the Commanding Officer’s so conducting all-hands and providing status updates will imply short term wins. Not only will the all-hands satisfy the likes of the Sailors but this will also be a precise opportunity for continuous feedback in regards to the success of the initiative.

Step seven: Sustain acceleration

Never letting up means that organizations should keep learning from experience and not declare victory too soon (Hodges & Gill, 2015). Commands must not become complacent with any organizational change. GC’s must reiterate these sentiments each time they meet with personnel. Change is ever revolving in the military. As time passes, so does technology. The current initiative involves centralized and modernized PSD’s and CSD’s with the additional service of the Transaction Online Processing System and calls made to the Centralized Hotline. In the future, this can easily change to video call customer service. All personnel should always remain informed of program changes. Although CPPA's are the subject matter experts they too, should always reference directives when processing personnel matter. Complacency must not be confused with consistency.

Step eight: Institute change

Once the final steps of the initiative are complete, this must become the new norm especially to those new to the self-service functions. The self-service functions include but are not limited to updating records of emergency data, submitting changes to marital status, adding dependents, and requests to separate or retire online. No strategic initiative, big or small, is complete until it has been incorporated into day-to-day activities (Hodges & Gill, 2015). The implemented changes must be embedded in the culture of how business is done. Implemented changes will be followed by a directive that will provide the how-to-data. The current personnel experiencing the implemented changes will be the leader of many Sailors to follow.

Diagnose the reasons for resistance to change

One of the main reasons for resistance to change is the ever-revolving changes to manpower and personnel policies. Personnel changes require approval from high ranking personnel within the U. S. Navy chain of command. Specifically, the Chief of Naval Operations (CNO) must be individually involved for the personnel changes to be made. Communication to influence personnel is another common challenge for resistance. Resistance to change within the U.S. Navy typically relates to a lack of communication between higher-ranking officials and lower echelon commands who are required to implement or abide by the change. When changes are made but not adequately communicated to all personnel up and down the chain of command, resistance will be at an all-time high.

When implementing new change initiatives in regards to Personnel Support Detachment (PSD) and Customer Support Detachment (CSD) the initial change was hastily implemented with minor guidance, applying a second change will cause further hesitation. Furthermore, tradition is of high value in the military. Change that is made outside of the norms of military tradition results in significant resistance. Tradition and cultural norms played a great role in resistance to the implementation of modernizing and centralizing PSD's and CSD's.

Interpretation of potential causes and sources of resistance

Possible causes of resistance within the U. S. Navy vary with every implemented change. When change is implemented, it affects the organizational culture. Navy Personnel Command (NPC) should have tested the impact of the initiatives to consolidate PSDs and CSDs before the initiative was rolled out. The change is easier to implement and maintain if the settings are feedback loops where the data exists (Jenkings, Dawes, Edmunds, Higate, & Woodward, 2018). Culture defines the naval influence and can be a hindrance to the acceptance of changes. Any change that seems to compromise the culture of the tradition of the Navy is highly resisted by the Sailors as they become complacent with norms. Culture has been one of the leading causes of resistance to a change plan (Jenkings, et al., 2018). If the change is truly needed, leaders must have a clear roll-out plan, with straight-forward guidance for junior leaders (Military Times, 2017).

As stated, communication a significant cause of resistance. When considering a sweeping personnel change, focus groups of all ranks should have been included, not just senior enlisted (Military Times 2017). Lines of communication should have been presented to discuss initiatives, receive feedback, and concerns in regards to the implementation. The decision to implement change is made at the CNO level, and the initiative is then communicated to the Fleet. Various attributes of the naval service are best to develop to make communication a thing that is respected and embraced by the service members despite the huge gap of influence that is present in the Navy (Jenkings, et al., 2018). When initiatives are not communicated effectively, personnel tend to resist, become complacent in old ways, and cause rework within the process.

Another cause is self-interest, which is simply that an employee’s ego gets in the way of their ability to adapt to change (Brookins, 2015). Sailors that act in self-interest become resistant to change, vice accurately process documentation in regards to their very own personal matters. Aggravation sets in for Command Pay and Personnel Administrators (CPPA’s), as they may feel excluded from the implementation and now become the go-to subject matter experts within the initiative. In regards to CPPA’s, when they do not have a stake in the change, they are unwilling to see it for what it is (Brookins, 2015).

A plan for minimizing possible resistance to change management plan

Most often, resistance branches from a lack of communication, understanding, and fear of the unknown. The primary step is to investigate, understand, and diagnose the reason for the change; which can be achieved by utilizing the Political, Economic, Societal, Technological and Industrial (PESTELI) factors and Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis. Once management understands the why, they will be able to create a plan to promote and implement the appropriate intervention strategies to counteract the resistance (Paren, 2015). In this case, the initial change has been implemented. With the new initiative, there is room to communicate up and down the chain of command. Feedback is vital with the added initiative as it will assist with ensuring the initiative as a whole is successful.

Training is one of the best ways of implementing change within any organization. Sailors should be subjected to training that allows them to expect a change in certain situations, making them prepared in advance. All personnel should receive adequate training on how to properly function the self-service portions related to the change, beginning with the CPPA's as they are the subject matter experts and then can further train command personnel — in return, requiring each command to maintain training and continue learning throughout the process of the change.

The relationship between resistance to change and communication

Communication is crucial during the change process, and exceedingly assists with resistance to change; they go hand-in-hand. Proper communication will shed a positive light on the changes being implemented across any organization. Commitment, productivity, and culture norms bonded with communication will lead to successful organizational change. While failure to properly communicate change initiatives can result in resistance and unsuccessful change implementation. Organizational communication is defined as a process by which activities of a society are collected and coordinated to reach the goals of both individuals and the collective group (Dictionary.com, n.d.). Strong communication notifies and instructs personnel on all levels of the chain of command and inspires them to support the change strategy.

Resistance to change is not solely due to dissatisfaction but out of understanding the implications of unknown change. People do not just resist, but they do it for their self-interests (Hodges & Gill, 2015). Therefore, leaders in organizations should be able to understand that fact and develop ways of dealing with it. Furthermore, resistance should not always be seen as a form of conflict; rather, it should be seen as a way of people expressing their differences (Hodges & Gill, 2015). Once these differences are solved, then there will be no conflict and therefore, no resistance to any communication that brings change.

Communication strategies

Verbal communication is one strategy of ensuring communication is implemented. Word of mouth is one way that the Military has effectively used over the years. Nonverbal communication involves mostly nonverbal cues such as gestures. These are never so common except in instances where they seem very crucial to use. Visual communication strategies are effective in other areas that need the signs, webpages used on the internet, and illustrations (Zerfass, Verčič, Nothhaft, & Werder, 2018).

Spay and pray is a communication strategy that involves showering employees with all kinds of information in the hope that they will feel informed and have access to all the information they require (Hodges & Gill, 2015). The idea of this strategy is based on the assumption that the information provided will improve the decision making of the personnel within the organization. In practice, some employees may attend only to the information that is related to their agenda, while others may be overwhelmed by the amount of information with which they are confronted.

Tell and sell is a communication strategy that leaders and managers communicate a more limited set of messages that they believe address core organizational issues. (Hodges & Gill, 2015). Through this approach, leaders and managers invest most of their time arranging clear outlines; however, they give little energy to cultivating significant exchange with personnel about concerns identified with their proposal. They may also believe that they are in the position to know all the key organizational issues, and they place little value on input from others (Hodges & Gill, 2015).

Underscore and explore is another communication strategy that involves the leaders giving the employees the power to use their wisdom to deal with the issues of the organization (Hodges & Gill, 2015). This approach is prevalent in the U. S. Navy, whereas personnel often have the power to make decisions in a situation where it is necessary or urgent. Those who adopt this approach are concerned not only with developing a few core messages but also with listening attentively for potential misunderstandings and unrecognized obstacles (Hodges & Gill, 2015).

Communication strategy applicable to the organization

The identify-and-reply communication strategy would be best suited for the U. S. Navy as it focuses on the concerns of organizational members (Hodges & Gill, 2015). Identify-and-reply also focuses on listening to employees so that a sensible reply can be given to them, as well as assisting in making sense of the change. But it is also mindful of their concerns because it assumes that organizational members are in the best position to know what the critical issues are (Hodges & Gill, 2015). The identify-and-reply strategy will assist in receiving feedback and addressing concerns for the initiatives to support the initiative of centralizing and modernizing PSD's and CSD's as many concerns are surrounding the first initial roll-out.

Moreover, underscore and explore is a communication strategy that can be used to develop the Navy communication view. With this strategy, leaders and managers give others the creative freedom they need to explore the implications of the issues. (Hodges & Gill, 2015). Communicating change initiative with creative freedom in the hands of personnel directly associated with the initiatives will assist with the overall success of the consolidation efforts.

Diagnose the communication strategy

Visual communication is very relevant in today's day and era. Visual communication is a broad scale that may include in-person demonstrations, illustration, typography, drawing, graphic design, advertising, and electronic resources. The U. S. Navy is afforded to use different platforms through visual communication. Those who adopt the underscore and explore approach are concerned not only with developing a few core messages but also with listening attentively for potential misunderstandings and unrecognized obstacles (Hodges & Gill, 2015). These approaches are vital to team efforts and limiting resistance to change. Contemporary issues can be approached at the start of organizational change efforts.

Communication plan

A solid communication involves the combination of different ways of relaying information and using that to develop a strong base for avoiding resistance. One of the most crucial aspects of operating in an organization that is spread across the globe is not just the ability to communicate, but to communicate quickly, effectively, securely, and with full accountability (Starling, 2018). A viable communication plan in regards to organizational change must start from the top of the chain of command and reach every Sailor; no Sailor should be without the vital information related to change. Communication will be communicated through the Navy's message traffic for widest dissemination, followed by a virtual video communicating the efforts. Communication will also be followed up by bi-weekly email traffic. Commanding Officer's will be responsible for collecting feedback within their organization in response to the original message sent from the CNO's office. These methods will coincide with the visual and underscore and explore approaches; ensuring communication remains effective.

Two strategies for sustaining change

a. Diagnose the two (2) theories from a scholarly perspective

b. Evaluate why the strategies selected are viable for the organization

Conclusion

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