“Welcome Aboard Santa Fe !”

Organizational Culture Change Initiative

David Marquet navigates cultural change on the USS Santa Fe by shifting authority and responsibilities directly to the chiefs. This new empowerment creates a positive buzz among the crew, observed in their increased morale and discipline. The direct connection established between the chiefs and sailors enhances commitment and engagement in daily tasks.

Challenges of Skepticism and Institutional Norms

Marquet encounters skepticism regarding the changes being introduced, mainly due to: - Unfamiliarity: Chiefs on multiple submarines never observed the COB being the final authority on enlisted leave. The deviation from a century-old naval practice led to doubts about its effectiveness. - Fear and Risk: Concerns about differing from the other submarines in the Navy and potential career risks for being non-conformist were also significant.

Despite these concerns, Marquet drew upon his positive past experiences of autonomy and the dispiriting effects of reverted top-down leadership to decisively pursue what he believed was best for the Santa Fe, the Navy, and the nation. This approach epitomized what he termed "caring but not caring"—prioritizing the well-being of subordinates and the organization over personal career consequences.

Implementing and Enforcing New Thinking

The cultural shift included the implementation of the "Act Your Way to New Thinking" mechanism. Marquet sought to improve morale by: - Group Engagement: Collecting unapproved leave chits during a meeting to physically contextualize the new empowerment of the COB. - Cultural Indicators: Discussing observable behaviors of pride among the crew.

The "Three-Name Rule"

Marquet introduced the "three-name rule" during preparations for an upcoming inspection. This rule requires crew members to use three names when greeting visitors – the visitor's name, their own name, and the ship's name, meant to foster a sense of pride and proactive engagement among the crew.

Cultural Change Mechanism

To embed these cultural changes more deeply into the organization, Marquet suggests: - Feedback Structure: Using cards where crew members describe observable changes, which are then displayed for discussion. - Behavior Coding: Integrating desired behaviors into company practices, formalizing them into procedural documentation.

Reflective Questions on Change Resistance

The chapter encourages considering resistance to change, the costs of distinctiveness in industry practices, and whether actions should lead thoughts or vice versa, highlighting the strategic considerations involved in adjusting organizational behavior and culture.