Royal Air Force Change Management
Royal Air Force Change Management
Royal Air Force Change Management
Introduction
Organisational change denotes the process through which a firm alters its strategies, structure, operational methods, technologies, or corporate culture. Change is constant in all organisational settings and takes place at both individual and group levels (Bordia et al., 2004). According to Cameron and Green (2015), individual change is at the heart of everything that an entity achieves. As such, change management encompasses motivating individual workers within an organisation to do things differently. However, there are incidences when norms that relate to a group determine the individual behaviour of employees. As such, change leaders should work closely with teams within an organisation to implement change. Change leaders should be knowledgeable in change management for effective attainment of desired change (Carnall, 2014). Organisations implement change management to control all the amendments in an organisation to ease the adoption of beneficial change with minimum disruptions. Herein discussed is the change management of new training programs at Royal Air Force (RAF).sss
Background of Royal Air Force
RAF was founded in 1918 to offer Aerial defence to Britain and its allies. However, the events of world wars significantly disrupted the defence sector prompting the organisation to change to new military tactics in the effort to defend the Territory. New threats in the security sector have been thriving, prompting the RAF to change its tactical expertise (Royal Air Force, 2019a). The security sector is rapidly evolving with criminals and terrorist groups coming up with new strategies and resources for launching attacks. RAF has thus been continuously engaged in implementing changes to be able to deliver ‘world-class’ Air force services. The Air Force faces unprecedented challenges of the future and is therefore growing its capacity to respond to future problems. The organisation’s strategies to survive the future turbulence include focusing on its people, delivering on operations, and working in partnerships with other security experts (Royal Air Force, 2019a).
Organisational Structure
Organisational structure refers to a framework of how activities in an organisation are directed to achieve the set goals. According to Carnall (2014), there are several types of structures including simple, divisional, functional, product, federal and matrix structures. The corporate structure can be broadly categorised as tall or flat depending on the number of management levels and is determined by a wide range of factors including nature of the operating environment, technology, type of organisational strategy, and human resources (Mullins and Christy, 2013). There is, therefore, no ideal structure for all organisations. However, some structures are suitable for specific types of firms.
A simple structure is a model where business owners make the organisational decision, and other employees are assigned to complete specific tasks. The model is aligned with the flat model because every employee reports to the owner (Carnall, 2007). As such, it is easy to effect change in an organisation operating with a simple model since decisions are easily communicated throughout the organisation. The structure is, however, suitable for small organisations. The functional structure can either be flat or tall, depending on the management levels of an organisation. In this model, similar activities are grouped into departments (Carnall, 2007). The matrix structure is suitable for large corporations and allows for the execution of more than one project and allows for cohesiveness and teamwork (Carnall, 2007). A tall organisational structure has multiple decision-making levels and thus presents complexity in the communication of change to all functional units. As such, the structure inhibits change as information does not freely flow within the organisation. On the other hand, a flat structure empowers employees, making it easy to adopt change as workers are actively involved in the change process. If a tall structure is well managed, it can be easier to embrace change since each manager provides supervision to a small number of employees as compared to a flat structure.
RAF operates with a functional structure because it has numerous functional units and has many employees. The organisational structure is hierarchical with a wide range of departmental heads who coordinate the operations of the organisation. Chief Marshal leads the organisation’s management board. The organisation is father sub-divided into operational commands (Royal Air Force, 2018). The groups are, however, differentiated and accorded autonomy to manage their specific operations and only seek the senior management intervention on strategic issues. In change management of training programs at Royal Air Force, the organisational structure is critical in ensuring that new change projects are adopted. Some of the building blocks that RAF implements in its change endeavour entail decentralisation of decision making to ensure increased levels of procedural fairness to low ranking officers. Through the approach, all employees are allowed to decide the relevant training strategies that would aim them in improving their efficiency. Formalisation is, however, highly integrated into the organisation to ensure responsibility where job descriptions, policies, rules and procedures are written and well-articulated. Through departmentalisation at RAF specific training needs of employees are identified at the department level to ensure that only relevant changes are implemented in the training programs for various departments.
Organizational Culture
Culture in an organisational set-up denotes the values, attitudes, norms, beliefs and customs that distinguish an organisation from another (Carnall, 2007). Particular organisations perform their tasks in a specific way, and it is difficult for employees to do things differently abruptly. Culture provides collective commitment, gives identity and builds social systems stability allowing people to make sense of organisational goals and objectives (Schein, 2010). However, there are different schools of thought on the real function of organisational culture on change management. A section of researchers argues that culture is fundamental in influencing employees to achieve higher performance. Another section of researchers claims that corporate culture impedes to progress and often a source of failure for organisations (Jones et al., 2005).
There exists a wide range of cultural models including, Deal and Kennedy, Hofstede, Handy, and Trompenaars’ models, among others. According to Hofstede, there are five traits of culture that arse based on national, cultural influences. The characteristics include avoidance of uncertainty, long term versus short-term orientations, power distance, individualism versus collectiveness, and masculinity versus femininity (Carnall, 2007). RAF, however, is most represented by the Hardy model, which describes four types of culture. According to Handy (1993), power is concentrated in a few positions. At RAF, the senior managers issue orders that are followed by all employees without questioning. Orders from the top management arse given to the operation unit heads that ensure compliance. Decisions and actions are quick. Most of the operations at RAF relate to response to emergencies making it practically impossible for organisation-wide deliberations on the best course of action.
The model also stipulates that organisational culture stimulates the roles of each member of the organisation (Carnall, 2007). At RAF, the organisation is subdivided into several functional units with members of each group specialised in a particular role. The organisation also rewards individual excellence. Individuals who perform exemplary are awarded tokens of appreciation like medals or even promoted to higher ranks in the forces. Task culture, which is a component of Handy model, also applies to RAF because teams are created in the organisation to resolve particular issues. For example, different units respond to different security threats such as hostage situation, breach of air space policies, rescue missions, among others. Through unity healthy relationships among employees, healthy competition, a good brand image, RAF is able to effectively manage changes related to employee training.
Operational and Strategic Change
Strategic change denotes the pro-active and long term management of change to achieve strategically identified objectives by the top management (Cameron and Green, 2004). A strategic change includes changes in organisational structure, company policy, and revision of organisational missions, among other activities. Top managers in an entity are the most important links between strategic change and the organisation’s performance (Deal and Kennedy 2000). Operational changes, on the other hand, denote the adjustments that affect how routine operations of an organisation are carried out and are mostly instituted by operational departments (Johnson et al., 2008). The primary aim of an operational change is to deliver measurable results, including increased productivity or performance, higher revenues and profits, and higher customer satisfaction, among others (Johnson et al., 2014).
In January, 2019, RAF instituted change in its training programs for its workers by establishing the Defence College of Air and Space Operations (DCASO). The success of the change in the training is anchored in centralization of training which a building block of organizational structure. The new college brought together the school of Air Operations Control and School of Aerospace Battle Management (Royal Air Force, 2019b). DCASO delivers pre-deployment training to personnel deployed on operations. Instructors are appointed from within the organisation and are trained for the role. Before the establishment of DCASO, the air operations control and aerospace battle management were trained independently despite the two functions being closely related and dependent on each other in disaster management. Another operational change that has been instituted at RAF recently is the introduction of a refresher training course for personnel that aims at equipping the worker’s skills to respond to emerging threats in the aerial security sector (Royal Air Force, 2017).
Rationale of Change
The world is becoming extremely competitive across all sectors with the emergence of modern and new ways of doing things prompting organisations to use all possible means to improve their operations (Black, 2014). The concept of organisational change is driven by factors including changing technological forces, increased global competition and governmental forces, among others (Marques et al., 2011). In the defence sector, technology has led to the invention of new threats like remote attacks that have prompted RAF to develop new defence mechanisms. With new technologies, organisations need to educate their workers to be able to fit into the new situation prompting organisational change. Increased global competition also prompts organisations to change their strategic and operational tactics.
One of the objectives of RAF is to be the leading air defence organisation. However, many governments globally are highly investing in defence through the invention of sophisticated defence infrastructure and weapons (Royal Air Force, 2017). As such, the threat of new entrants in the defence industry has prompted the organisation to continuously change its strategic and operational capacity to preserve its position as the leading air defence organisation. Recently, the government of U.K. granted RAF autonomy in managing its budget and to re-invest much of its revenue to innovation, making it possible for the organisation to further its agenda of being a preferred defence organisation for the future (Royal Air Force, 2017). The defence sector has had tremendous changes and is expected to stop experience further changes in the future. New technologies have led to the establishment of new attack strategies by terrorists and other criminal entities, prompting the need for RAF to invent suitable defence mechanisms to counteract the threat. Workers are the most critical aspects of change implementation at RAF. As such, advanced training is done to the workers on issues related to information, integration and innovation at the organisation for preparedness of the future uncertainties in the air defence (Royal Air Force, 2017).
Change Models
For organisations to manage change and implement change strategies, it is critical to avoid implementing random or irrelevant methods and instead focus on suitable action plans only (Boddy, 2011). Before adopting a change model, organisational leaders should first establish the need for change and the expected benefits. Some of the major change models include Lewin’s and Kotter’s Change management models. Lewin’s model, which was coined by Kurt Lewin in the 1950s, explores organisational change using three stages, including unfreezing, change and refreeze (Lewin, 1947). According to Lewin (1946), the first approach towards change is preparation to avoid resistance. Unfreezing, therefore, refers to the act of breaking the status quo and preparing the various stakeholders for change. The second phase entails the actual implementation of change; the stage may take time as employees take time to embrace changes. Here, leaders play a key role in steering the organisation towards the desired change. Upon implementation of change, refreezing takes place where changes are incorporated into the corporate culture.
According to Kotter’s change model, founded by John P. Kotter, change management follows an eight-stage process (Kotter, 2012). The first stage is the creation of a sense of urgency to motivate people to move towards organisational objectives. The second stage entails the building of coalitions to lead the change. The people to lead in change should be selected from different operational sections of an organisation and among people who easily influence others. The third stage entails the creation of a vision for change which should incorporate the views and opinions of various stakeholders in an organisation. Since not all ideologies can be implemented, the change leaders should settle on the most compelling one. The fourth step would then be the communication of the selected vision. Since not all employees will embrace the change, the fifth stage entails the removal of any arising obstacles to the proposed change (Kotter, 2012). The sixth stage is the creation of short term wins to motivate workers to dedicate themselves towards the achievement of the organisational goal. On the seventh stage, the organisation should build in the change by continually reviewing the change projects and making necessary improvements. Lastly, the management should strive to anchor the new change in corporate culture by ensuring that change is seen in all aspects of the organisation (Kotter, 2012). Kotter’s model is highly critiqued because it assumes that all people exhibit similar response and overemphasises the role of top-level managers ignoring the role of low-level managers in change management (Aiken and Keller, 2009)
While implementing change in RAF, the senior management plays a primary role in ensuring that the organisation is ready to accept change. Many changes are rapid, and as such, it becomes impossible to follow a prescribed change model. Often, the senior officers give out orders to the unit leaders informing the employees of the proposed change. Sometimes, the employees are trained on the expected change as a way to prepare them for change (Ronningstad, 2018). However, when the change happens to be on routine issues, orders are issued and implemented throughout the organisation in a short time. Change implementation is expected to be absolute with zero resistance making it possible to implement change within a short time. Once a change is implemented, it is incorporated in the organisational routine. For example, when a new training tactic is introduced to prepare the RAF personnel to respond to a particular situation, the tactical units develop a program and communicates it to the employees who are trained to learn the new tactics. Training is carried out as a continuous process to all organisational workers making it possible to refreeze the newly acquired change in the corporate culture.
Response to Change
The introduction of change in an organisation does not often imply that employees readily change or take it positively. It is, therefore, critical for organisational managers to be prepared for all kinds of negative reactions (Boddy, 2011). One of the most common reactions to change by the employees is resistance to disruption of the normal routine. Individuals resist change because of various reasons including anxiety, irritation, pessimism, lack of interest and difference in ambitions, among others. Organisational leaders should therefore involve all employees in the change process, build support networks, hold communications and discussions briefs, offer assistance and incentives and encourage the persons involved in the change (Drucker, 2007). Resistance to change can manifest in an organisation in different forms including a persistent reduction in output, increased request for transfers and quits, sullen hostility, constant quarrels, strikes expression of pseudo logical reasoning as to why change will not work. Leaders should however note that resistance should not derail the process of change and should therefore persist in the change and not move into other initiatives to avoid resistance. Some of the theories that discuss how manor changes in organisations can be achieved include clinical and linear systems (Carnall, 2007).
According to the clinical approach, engagements of teams and individuals are at the centre of success or failure of change initiatives (Black, 2014). The psychological contract between an employee and the employer and the attitude of all stakeholders in a change program are also key to the success of the initiative. Linear approaches argue that change is a series of steps from idea formulation to implementation. To address the problem of resistance to change, organisational leaders should lead and implement a series of steps to prepare employees for change and walk them through the implementation process step-by-step. Some of the models that organisational leaders can use to avoid resistance to change entail Kotter’s and Lewin’s models.
As employees orient to change, they undergo the phases of transition (Hodges and Gill, 2015). According to this model, change is not a linear process but rather a situation where people find themselves moving back and forth. People also have different rates of going through the transition. Organisational leaders should, therefore, not take the workforce collectively in during change program (Fernandez and Rainey, 2017). The transition model is used by change leaders to predict individual employee’s responses, thereby aiding in predicting what they may need as they react to change. A t LAF, the transition model is used to aid in the implementation of air force training. Since a majority of operational training is customised for specific threats, strategies related to a person’s ability to develop new tactics are perused. Rather than theory programs to equip the employees with basic knowledge about a particular threat, RAF provides simulation-based training where every employee’s response to a real threat is evaluated and areas of improvement identified. During the organisational training programs, I find it easy to adopt change because the training is personalised to respond to individual needs making it easy to transit from one process to another.
Change Agents
A change agent refers to an individual who promotes and enables change to happen in an organisation or group (Burke, 2017). Executives and managers are often viewed as change agents within organisations. However, they are not limited to the high ranking officials in an organisation but also lower-tier employees with the right skills authority and characteristics to shepherd other people through transformation (Burnes 2014). The most effective change agents in an organisation are individuals who are highly respected and who are well informed about a change program in an organisation (Moran, and Brightman, 2000). Change leaders are responsible for explaining why change is essential to the people it affects, advocate for a change initiative, disseminate change-related information, and anticipate potential challenges of the implementation of change programs and come up with appropriate strategies to overcome the obstacles (Hayes, 2014). The change agents also help other organisational workers through the transformation process. A successful agent of change helps in smoothing resistance to change and address issues before they derail a change initiative (Buchanan and Boddy, 1992).
At RAF, all employees act as change agents. teamwork is the most valuable success factor where every member of a unit is actively involved in ensuring that the team achieves the targeted output. Officers engage in the change process by giving my opinions about the best approaches to changes in the security sector. They also engage by motivating each other to appreciate the new processes and where possible, help each other in issues some of them do not understand during training. When issues of resistance are identified, the officers try to convince one another that the new ways are more effective. However, in the event a workmate is adamant that the change is not necessary, officers acting as change agents report the issue to the commanding officers for further action.
The employee training programs have made it possible for RAF to transform the organisation into a preferred air force not only in Britain but also globally (Royal Air Force, 2019c). Through information sharing strategies, it is increasingly possible for the organisation to comprehend emerging trends in air security as officers get an opportunity to share their ideas and opinions for the improvement of the current systems. The training also allows the organisational personnel to share their innovative ideas on how the operations of the organisation can be improved. Simulation-based training also allows employees to get experiences that resemble real situations. As such, the success of field experiences has significantly increased. Integration of the training programs has also made it possible for workers to identify their preferred areas of interest, thus making it possible to match duties and responsibilities with employee’s talent. Through training, employees are adequately prepared for change, making it easier to implement new programs and with limited or zero resistance.
The Air Force has significantly transformed. Traditionally, the top leaders used to give orders that were implemented without being questioned. However, owing to the changes in the security landscape, the senior levels have realised that effective change can only be felt when the low-level officers are equipped with the prerequisite knowledge and skills about the value of change. The most prosperous change is only realised when the issues related to resistance to change are effectively addressed. When the motives of change are unclear to low ranking officers, the change programs take longer to be implemented (Royal Air Force, 2019c). For the transformation of RAF to an Air Force of the future, it is a necessity for all structural levels to be motivated to play the role of change agents to ensure effective change management.
Successful change agents exhibit particular skills including diversified knowledge, flexibility, priority and result focus, effective listening skills, ownership and responsibility, among others (Hayes, 2007). Change agents need to tap into modernised ways of doing things and exploit opportunities for development. A change leader should also be knowledgeable in a wide range of issues too to be able to steer a group of workers towards a different course. For the achievement of organisational change, change agents should be able to communicate the essence of a particular change to prompt other employees to buy-in the change (Jeston and Nelis, 2014). Effective communication networks should be established to ensure timely feedback from employees to ensure timely response to emerging issues.
As the contemporary environment turn out to be more turbulent, increased attention is directed to leadership in organisational change (Laframboise et al., 2002). Leadership is, thus, closely linked to change management. Change agents should be change-oriented and should thus be knowledgeable in Transformational leadership styles. Key characteristics of a transformational leader that are critical to the role include intellectual stimulation, charisma, individual consideration and inspirational motivation (Hay, 2006). Transformational leadership create a sense of commitment to a vision, instil faith and pride and empower and inspire followers to re-think their conventional ideas and practices (Holten and Brenner, 2015; Trofino, 2000).
Conclusion
Change is a constant factor in all organisations since the operating environment is highly and constantly disrupted by factors, including technology and competition. Change management is a complex function that may entail a change in the organisational structure. Organisations should change their structures to respond to current and future trends. A majority of employees are used in a particular work routine, making it challenging to implement new processes or programs. Culture should therefore be reviewed and changed to ensure correlation with the changing dynamics of organisational goals and objectives. Change can either be strategic or operational where the strategic change relates to long-term changes, particularly in structure and culture steered by senior managers in an organisation. Operational changes relate to variations in the day to day operations within organisations. Both changes are critical for the successful transformation of an organisation from one form to another.
There exists a wide range of change models with the most commonly used, including the Lewin’s and Katter’s models. The two models explain the change process to consist of a series of activities that aid in preparing workers for change, implementing the change programs and changing the organisational culture to new ways of doing things. Employees feel threatened by the introduction of new programs and systems in an organisation and therefore resist change. The resistance result from the employee’s fear that the new programs are likely to affect them negatively. Organisational leaders should therefore institute right strategies to ensure that the workers are not only motivated to adopt change but also helped during the transformation process. Agents of change play a major role in ensuring that change programs are successfully implemented with minimal resistance. Change leaders should not necessarily be the occupants of high positions in an organisation but should incorporate low-level employees with the skills and traits to effectively influence others. Effective change agents should therefore be transformational leaders.
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