Harvard Case - Turn the Ship Around! (A)
"Turn the Ship Around! (A)" Harvard business case study is written by Jan Hagen, David Marquet. It deals with the challenges in the field of Organizational Behavior. The case study is 5 page(s) long and it was first published on : Feb 20, 2017
At Fern Fort University, we recommend Captain Marquet adopt a transformational leadership style, fostering a culture of trust, empowerment, and continuous improvement. This involves implementing a series of initiatives focused on organizational culture, team dynamics, communication patterns, employee engagement, and leadership development. These initiatives will empower the crew, improve decision-making processes, and ultimately transform the USS Santa Fe into a high-performing, resilient, and adaptable organization.
2. Background
The case study focuses on Captain Marquet, the new commanding officer of the USS Santa Fe, a nuclear submarine facing significant challenges. The crew is demoralized, communication is poor, and the submarine is consistently failing to meet performance standards. Marquet, recognizing the need for a drastic change, decides to abandon the traditional command-and-control leadership style and adopts a more collaborative, empowering approach.
The main protagonists are Captain Marquet, a visionary leader committed to empowering his crew, and the crew of the USS Santa Fe, a group of individuals struggling with low morale and a lack of trust in their leadership.
3. Analysis of the Case Study
This case study presents a compelling example of the power of transformational leadership in driving organizational change. Captain Marquet's approach can be analyzed using several frameworks:
Leadership Styles: Marquet shifts from a transactional leadership style, focused on rules and compliance, to a transformational leadership style, emphasizing shared vision, inspiration, and individual empowerment. This shift is crucial in fostering a culture of trust and engagement, which is essential for a high-performing team.
Organizational Culture: The USS Santa Fe's initial culture is characterized by fear, lack of trust, and poor communication. Marquet's leadership style aims to transform this culture into one of openness, transparency, collaboration, and continuous improvement. This transformation is achieved through employee empowerment, open communication, and feedback mechanisms.
Team Dynamics: Marquet recognizes the importance of teamwork and collaboration in achieving success. He empowers his crew to take ownership of their tasks, encourages open communication, and promotes a culture of psychological safety where individuals feel comfortable sharing ideas and taking risks.
Motivation Theories: Marquet's approach aligns with Maslow's Hierarchy of Needs, addressing the esteem and self-actualization needs of his crew. By empowering them, providing opportunities for growth, and recognizing their contributions, he fosters a sense of purpose and belonging, leading to increased employee engagement and job satisfaction.
Change Management: Marquet's approach to change management is characterized by transparency, communication, and participation. He involves the crew in the change process, explains the rationale behind his decisions, and actively seeks their feedback and input. This participatory approach reduces resistance to change and fosters a sense of ownership among the crew.
4. Recommendations
To achieve a sustainable transformation, Captain Marquet should implement the following initiatives:
1. Empowerment and Delegation:
- Decentralize decision-making: Grant authority to lower levels of the organization, allowing crew members to make decisions within their areas of expertise.
- Implement a 'Lead From the Middle' approach: Encourage senior officers to delegate tasks and responsibilities to junior officers, fostering leadership development and a sense of ownership.
- Establish clear accountability: Define roles and responsibilities clearly, ensuring that individuals are held accountable for their actions.
2. Open Communication and Feedback:
- Create a culture of open communication: Encourage open dialogue, feedback, and constructive criticism at all levels.
- Implement regular feedback mechanisms: Establish formal and informal channels for feedback, including performance reviews, team meetings, and informal discussions.
- Encourage active listening: Train crew members on effective communication and listening skills to ensure that information is shared effectively.
3. Continuous Improvement and Innovation:
- Implement a culture of continuous improvement: Encourage the identification and implementation of process improvements, utilizing tools like Kaizen and Lean methodologies.
- Foster a culture of innovation: Encourage creativity and experimentation, providing opportunities for crew members to develop new ideas and solutions.
- Recognize and reward innovation: Acknowledge and celebrate successful innovations, demonstrating the value of creativity and problem-solving.
4. Leadership Development:
- Provide leadership training: Offer training programs to develop leadership skills, focusing on areas like communication, delegation, decision-making, and conflict resolution.
- Create mentorship programs: Pair junior officers with senior officers to provide guidance, support, and opportunities for learning.
- Promote leadership opportunities: Create opportunities for junior officers to take on leadership roles, fostering their growth and development.
5. Basis of Recommendations
These recommendations are based on the following principles:
- Core competencies and consistency with mission: The recommendations align with the core competencies of the USS Santa Fe, which include teamwork, communication, and technical proficiency. They also support the mission of the submarine, which is to operate effectively and safely.
- External customers and internal clients: The recommendations consider the needs of both external customers (e.g., the Navy) and internal clients (e.g., the crew). They aim to improve performance, enhance morale, and create a more positive work environment.
- Competitors: While the case study does not explicitly mention competitors, the recommendations focus on enhancing the USS Santa Fe's performance, which is essential for maintaining a competitive edge.
- Attractiveness - quantitative measures: The recommendations are expected to lead to improvements in performance, efficiency, and morale, which can be measured through metrics like mission success rates, crew satisfaction surveys, and reduced safety incidents.
6. Conclusion
By embracing a transformational leadership style and implementing the recommended initiatives, Captain Marquet can create a high-performing, resilient, and adaptable organization. This will not only improve the USS Santa Fe's performance but also foster a more positive and fulfilling work environment for the crew.
7. Discussion
Other alternatives not selected include:
- Maintaining the status quo: This would likely lead to continued poor performance, low morale, and potentially hazardous operating conditions.
- Implementing a strict command-and-control approach: This could improve performance in the short term but would likely lead to increased resentment, decreased morale, and a lack of innovation.
The recommendations are based on the assumption that the crew is capable and motivated, and that they are willing to embrace change. However, there are risks associated with this approach, including:
- Resistance to change: Some crew members may resist the new leadership style and the associated changes.
- Lack of buy-in: Not all crew members may be fully committed to the new vision and goals.
- Time and resources: Implementing these initiatives will require significant time and resources.
8. Next Steps
To implement these recommendations, Captain Marquet should:
- Communicate the vision: Clearly articulate the vision for the USS Santa Fe and the rationale behind the proposed changes.
- Develop a roadmap: Create a detailed plan outlining the specific initiatives, timelines, and resources required.
- Pilot test initiatives: Implement pilot programs to test the effectiveness of the proposed changes before rolling them out more broadly.
- Monitor progress: Regularly track progress, measure results, and adjust the plan as needed.
By taking these steps, Captain Marquet can successfully transform the USS Santa Fe into a high-performing, resilient, and adaptable organization.
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Case Description
The two-part case study describes two attempts to empower the crews of two nuclear submarines of the US Navy. The case highlights the challenges as well as the weaknesses and strengths of the empowering process. While not against the operational principle of command and control on board a submarine, empowerment is in contrast to the traditional leadership doctrine of the US Navy which relies on the leader-follower principle. The case is based on the personal account of co-author L. David Marquet, Captain, US Navy (Ret.) and former commander of the USS Santa Fe. He authored the bestselling book "Turn the Ship Around!" that provides a more detailed account of the events described in the A and B cases.
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