Dalhousie-CJSOE Maritime Security Conference‘Setting the Scene’ Presentation

5 June 2012ken.hansen@dal.ca, 902-494-6444

Three Organization PerspectivesOn Institutional Change:

Institutional, Whole-of-Government

& Military

Halifax MARINE RESEARCH Institute

Conducted: 27-29 October 2011

CFPS Research Workshop

“Western Hemisphere Perspectives and

Approaches to Future Maritime Security

Challenges”

P.22: “The greatest impediments to information sharing … are neither technical nor procedural. They are institutional and cultural.”

P.81: “A good understanding of the organizational culture of and between partners in a maritime security endeavor goes a long way to keeping a coalition of interest strong. Organizational culture is a persistent attribute and has many dimensions.”

Past, Present, and Future?Today

Past Future

(Known) (Unknown)

Status Quo

Analogy Activity Anxiety

Change

1997Global Trends2010

?2000

GlobalTrends2015

?2008

GlobalTrends2025

?2004

MappingThe

Future2020

?2009

FutureSecurityEnviro.2030

?

Future ‘Horizons’

US-Can. Future Security Assessmentsof Trends and Constants

Canada

United States

Strategy Begins with Awareness – Similarities & Differences

MonarchyCurrencyHistoryPoliciesManagement Driven

LanguageFree SocietiesAlliedEconomiesDemocraciesBordersArtsSportsFamilies

RepublicCurrencyHistoryPoliciesStrategy Driven

9/11

Pop., Economy, Capacity = 10: 1

Landmass = 1: 1.01

Canada

Coastline = 1: 10.29

Canada

Religion

Technology

Culture(Domestic) Culture

(Foreign)

Economy

Politics

Theory

Legal

(Some) Complex Agents of Change

Military

Environment

General Martin E. Dempsey, USAChairman of the Joint Chiefs of Staff

“Mission Command” – 11 August 2011

P.3: “The pace of change and speed of operations will continue to accelerate.”

P.4: “Our leaders must be able to see, understand and rapidly exploit opportunities.”

P.5: “Joint and service doctrine, education and training are keys to achieving the habit of mission command.”

Spectrum of Change: So Many Choices!Organization

Past Future

(Known) (Unknown)

Scale Of

Change

Scale Of

Change

ReversionTo

Tradition

ProgressionTo

Transformation

Emergence EmergenceMaintenance

Radical RadicalModerate Moderate

Organizational Choices

Status Quo

Why is Learning and Sharing Information So Important?

His Excellency, The Right Honourable David Johnston,

Governor General and Commander-in-Chief of Canada

“The first reason is that, in our globalized world, the well-being of nations is increasingly being defined by the ability to develop and advance knowledge. In other words, knowledge – as opposed to military might or GDP – is gaining momentum as the new currency and passport to success.”

Source: “The Diplomacy of Knowledge,”The Globe & Mail, 17 February 2012.

“Deep Structures: “[C]hange is actively prevented … by the set of fundamental ‘choices’ the institution will [consider] taking about: (1) how its units will be organized … and (2) the basic activity patterns that will maintain its existence.”

Source: Connie Gersick, “Revolutionary Change Theories: A Multilevel Explorations of the Punctuated Equilibrium Theory,” in Burke, et al., Organization Change: A Comprehensive Reader, (Jossey-Bass, 2009), pp. 144-149.

Resistance to Change

Spectrum of Change: Which Risk Matters?Organization

Past Future

(Known) (Unknown)

Scale Of

Change

Scale Of

Change

ReversionTo

Tradition

ProgressionTo

Transformation

Emergence EmergenceMaintenance

Radical RadicalModerate Moderate

Organizational Choices

Reform New FormConform

‘Emotional’Leadership

‘Visionary’Leadership

“Deep Structures’’

Revolutionary Periods

Evolutionary Periods

Equilibrium Periods

RISK?RISK? RISK?Status Quo

InstabilityInstability

Military Role

Con

stab

ular

y R

ole

Diplom

atic RoleUse of

the Sea

Ken Booth’s Triangle - Navies and Foreign Policies, 1977, 15-16.

The Three Functional Roles of ‘Maritime Security Forces’

Mili

tary

Sup

port

/Lea

d w

hen

aske

d

Law

Enf

orce

men

t Doc

trin

e

Military som

etimes Lead/Support w

hen situation stabilized

Foreign Relations D

octrine

Lead

Alliance, Joint and Service Doctrines

Military Role

Con

stab

ular

y R

ole

Diplom

atic Role

Ken Booth’s Triangle – Adapted for the ‘New Security Environment’.The Three Roles of ‘Maritime Security Forces’

Source: Hansen, “A New Naval Doctrine for the New Security Era,” forthcoming.

Order

Security

Enfo

rcem

ent

CompassionRespect

Reputation

Response

Conflict Coexist Coordinate Cooperate Collaborate Conglomerate

Degree of Interoperability

Tac

tica

lIn

stit

uti

on

alN

atio

nal

/Su

pra

nt’

l

Lev

el o

f D

irec

tin

g A

uth

ori

ty

Institution

Dept

Dept

Manager

Culture

?? ?

An Interoperability Governance & Terminology Framework?

Panel

Cmtte

Three ‘Keys’ to MSCA

• Key to efficient security assessment is awareness.

• Key to accurate analysis is understanding and application of concepts.

• Key to effectiveness is accuracy and timeliness of data.

The required perspective for these three ‘keys’ will probably NOT come from your own professional frame of reference.

Recommended Reference

Integrated Maritime Enforcement: A Handbook (PDF)

Francois N. Bailet, Fred W. Crickard, and Glen J. Herbert

Dalhousie University: Centre for Foreign Policy Studies, 2000

Source: http://centreforforeignpolicystudies.dal.ca/pubs.php#notavailable

• Principles of Integrated Maritime Enforcement• A Prescriptive Analysis of Integrated Maritime Enforcement