Evaluation of Organizational Change in the Dutch Armed Forces

Abstract

This article addresses the evaluation of organizational changes in the Dutch armed forces. Increasingly, megatrends in the risk society affect the organization of all armed forces. To cope with these trends, new strategic ideas are being developed that will change organizations fundamentally. The question, however, is the way these ideas are dealt with at the operational level. From this perspective, evaluation is needed. Evaluation of changes in large-scale, specific organizational settings is discussed here as an integrated approach using summative, formative, normative and constructivist elements. Pitfalls and challenges of this approach are discussed.

Active Qualitative Evaluation

“…Before starting we formulated a research design for the evaluation (see Richardson et al, 1996). This design was based on ideas of constructivist evaluation, on which we will elaborate later in this article.…”

“…We use the RNLMA to develop, test and refine our approach. The RNLMA was selected for evaluation on the basis of accessibility and the progress of change at the time (Richardson et al, 1996). The RNLMA trains and educates officers for the Dutch Army as well as the Air Force.…”

“…This means that the Commandant of the RNLMA has to reorganize it along the lines of a small, flexible, economical and performance-based unit. Specifications of control of resources within the unit, between the unit and other units and between the unit and the parent organization must be formulated in a management contract with the Commander-in-Chief of the Dutch Armed Forces (Richardson et al, 1996). This contract came into force in November 1996.…”

“…Since the changes in the international political and societal situation, the Dutch Armed Forces have reorganized and changed rapidly (Soeters and Richardson, 1996;Richardson et al, 1996). Organizational units in the Armed Forces, Army as well as Air Force and Navy, are being transformed into socalled 'Result Responsible Units' (RRU): smaller and more flexible units, managed in a more economic, business-like and performance-based manner.…”

“…These units are in the process of formulating Mission Statements, introducing contract management to arrange the vertical and horizontal relations within the organization, decentralizing the personnel function and delegating responsibilities. This process of change was launched at the strategic level of the Dutch Armed Forces by the introduction of the policy of 'Improvement of Conduct of Business' (Richardson et al, 1996). The most important features of this policy are similar to the aspects of New Public Management as described by Pollitt (1995).…”