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compelling case. That message must include a vision of success, the benefits that the change offers, and even the risks of failure. Leaders also must play a critical role in driving the change and maintaining its momentum, while simultaneously understanding the organizational climate in which it is taking place, including readiness or barriers to implementing the change within target organizations. 144 For many employees, DCIPS represents losing something they value: pay security and predictability. Leadership must recognize the loss and clearly explain how the gains are worth the effort. Readiness assessments of the target organizations help identify aspects of culture that must be considered and provide critical input to change efforts. Understanding organizational readiness can help leaders craft implementation strategy and communications, which in turn can help mitigate challenges and resistance. In DCIPS’ case, DoD intelligence components performed some readiness assessments and updates, but OUSD(I) did not provide centralized oversight. 145 Transactional Change Transactional change encompasses the various activities carried out by the implementers—in this case, HR staff and line managers throughout the components. These aspects of change are more tangible and operational in nature than the transformational aspects, which focus on leadership. They include specific guidance, processes, procedures, tools, operationally-focused communications (e.g., status of specific activities, refinements to guidance, schedules), and incentives or accountability measures intended to reinforce adoption of the changes. With DCIPS, supervisors must learn and demonstrate new behaviors to support a performance orientation, such as effectively communicating with employees about their performance, conducting periodic reviews, developing measureable objectives, and employing new automated tools. OUSD(I) acknowledges that it rushed to implement DCIPS, and did so without key structural components in place. The Implementation Plan mentions development of a change management plan as a Phase 2 task, but none was developed, notwithstanding the importance of change management as emphasized in the Communications and Learning Plan. Overall DCIPS implementation largely ignored the transformational aspects of change. Building on the defects in Engagement and Outreach, the lack of a change management plan highlights a missed opportunity to develop the clear, compelling case for change and emphasize its urgency. It also resulted in ad hoc implementation activities that focused on tactical or transactional issues and lacked an overall approach. DoD intelligence components conducted their own readiness assessments, but it appears the results were not considered in overall implementation. Feedback for this study suggests that OUSD(I) largely ignored the uniqueness of the components’ cultures. It is not surprising that the 144 Siegal, W., Church, A.H., Javitch, M., Waclawski, J., Burd, S., Bazigos, M., Yang, T.F., Anderson-Rudolph, K., and Burke, W.W. Understanding the Management of Change: An Overview of Manager Perspectives and Assumptions in the 1990s. Journal of Organizational Change Management, vol 9(6), 54-80. (1996). 145 Examples of these component readiness assessments are included in the DCIPS Readiness Tool under Program Management. 82
lack of an overall change strategy resulted in omission of accommodations for varying states of readiness. It has resulted in a substantial challenge to this overall change effort. Finding 4-14 DCIPS implementation efforts focused largely on tactical functions, not on fundamental change management practices that would have supported the sweeping behavioral and other changes necessary to transition to DCIPS. Even so, many tactical aspects of DCIPS were not implemented effectively or completely. PROGRESS In contrast to the Preparedness component, which addresses the readiness of the intelligence components to implement DCIPS, the Progress component measures the degree to which they have achieved or are achieving the broad transformation goals needed for successful implementation. The Progress dimensions are: • Mission alignment; • Results-oriented performance culture; • Workforce quality; • Equitable treatment; and • Implementation plan execution. Overall, it is too early in DCIPS’ implementation to measure progress on these dimensions adequately. Given the staggered rollout and the complications resulting from the NDAA pause, no component has had sufficient experience with DCIPS or data to support an assessment of each Progress dimension. The Panel’s findings reflect employee perceptions about what has happened thus far, and highlight concerns about anticipated challenges as implementation continues. MISSION ALIGNMENT ▪ Line of Sight ▪Accountability Mission alignment refers to how well individual, team, and unit objectives link to organizational mission. The elements are: • Line of Sight. Represents the cascading link of organizational mission to individual employee performance objectives and plans. 83
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A Report by a Panel of the NATIONAL
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FOREWORD The terrorist attacks of S
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TABLE OF CONTENTS FOREWORD.........
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Governance ........................
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ACRONYMS Academy CWB DCIPS DIA DIHR
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EXECUTIVE SUMMARY The terrorist att
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• It is too soon to draw conclusi
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CHAPTER 1 BACKGROUND, METHODOLOGY A
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• The adequacy of the training, p
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• Chapter 6: The Way Forward for
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CHAPTER 2 THE HISTORICAL CONTEXT FO
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National intelligence is still orga
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ewarded longevity over performance
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OTHERS FACTORS THAT IMPACTED DCIPS
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• Partisan politics could play an
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Administration (TSA), which operate
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NATIONAL DEFENSE AUTHORIZATION ACT
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CHAPTER 3 ASSESSING DCIPS’ DESIGN
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FRAMEWORK FOR ASSESSING DCIPS’ DE
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Figure 3-1. Objectives of the NICCP
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PRINCIPLE The system is transparent
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The Defense Intelligence Enterprise
Page 45 and 46: discourage teamwork…to the organi
Page 47 and 48: Figure 3-2. DCIPS 2010 Pay Band Str
Page 49 and 50: enable managers and supervisors to
Page 51 and 52: they achieve their goals. Given the
Page 53 and 54: Element Definition Supervisory/Mana
Page 55 and 56: cooperation with ODNI. The review w
Page 57 and 58: Source: OUSD(I) Human Capital Manag
Page 59 and 60: eplaces the current government-wide
Page 61 and 62: esults, but the final DCIPS evaluat
Page 63 and 64: The Panel believes that adequate fu
Page 65 and 66: HOW DCIPS COMPARES TO THE GS/GG SYS
Page 67 and 68: Table 3-7. Comparison of DCIPS and
Page 69 and 70: Design Feature DCIPS NSPS quality s
Page 71 and 72: Recommendation 4. To ensure equitab
Page 73 and 74: CHAPTER 4 ASSESSING DCIPS’ IMPLEM
Page 75 and 76: Table 4-1. Overview of the OPM Obje
Page 77 and 78: In the DCIPS context, “leaders”
Page 79 and 80: intelligence component would do so.
Page 81 and 82: • Credible, timely, and original
Page 83 and 84: Finding 4-5 The DCIPS website and R
Page 85 and 86: Finding 4-6 The lack of a communica
Page 87 and 88: No training needs assessments have
Page 89 and 90: pay pool exercises to be helpful an
Page 91 and 92: • The Commerce Department used fo
Page 93 and 94: 3. Implementing DCIPS; 4. Evaluatin
Page 95: created a separate document for som
Page 99 and 100: changed and by whom. 149 This appea
Page 101 and 102: How pay pools are constructed and w
Page 103 and 104: DCIPS survey results indicate that
Page 105 and 106: CONCLUSIONS The Panel finds that a
Page 107 and 108: CHAPTER 5 ASSESSING DCIPS’ IMPACT
Page 109 and 110: • Disincentives to become a super
Page 111 and 112: employees received performance rati
Page 113 and 114: Figure 5-1. DCIPS Interim Array of
Page 115 and 116: Table 5-1. NGA Indices and Comparat
Page 117 and 118: of implementation. Nonetheless, OUS
Page 119 and 120: CHAPTER 6 THE WAY FORWARD FOR DCIPS
Page 121 and 122: OUSD(I) has advised the Panel that
Page 123 and 124: CHAPTER 7 PANEL RECOMMENDATIONS Bas
Page 125 and 126: • Clarify and strengthen its guid
Page 127 and 128: Recommendation 23. OUSD(I) should d
Page 129 and 130: APPENDIX B APPENDIX A PANEL AND STA
Page 131 and 132: APPENDIX B Committee on U.S. Nation
Page 133 and 134: APPENDIX B PARTICIPATING INDIVIDUAL
Page 135 and 136: Michael Jackson*—President and Fo
Page 137 and 138: Defense Intelligence Agency Kendrea
Page 139 and 140: APPENDIX C APPENDIX C BIBLIOGRAPHY
Page 141 and 142: APPENDIX C Langbein, L. “The impa
Page 143 and 144: APPENDIX D APPENDIX D MERIT SYSTEMS
Page 145 and 146: APPENDIX D (10) Discriminating agai
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APPENDIX E APPENDIX E DCIPS PERFORM
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APPENDIX E EMPLOYEE NAME: _________
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APPENDIX E EMPLOYEE NAME: _________
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APPENDIX F APPENDIX F OPEN FORUM LO
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APPENDIX G APPENDIX G MITRE’S PER
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