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Driving Danish Defence Towards Political Goals

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Technical Report,10 Aug 2015,10 Jun 2016

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US Army Command and General Staff College Fort Leavenworth United States

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This paper analyzes how Senior Leadership managed change to the Danish military as directed by The Danish Defence Agreement 2013-2017. Additionally, this paper examines the effectiveness of communications regarding the change process as transmitted to the public via the media. The qualitative study identifies significant periods in a change process within the framework of theorists Kurt Lewin and John Kotters Change Theory, and compares each theoretical period to what senior leaders communicated in public media during the period 2011 to 2015. The data used in this research suggests that the leadership did not act within the considerations of accepted Change Theory. This resulted in a lack of communicating urgency in the initial phases of the change process, an insufficient use of public media to communicate and promote an overall strategy, as well as a lack of communication about wins and answers to critique. The overall findings of this research portray an ineffective strategy by Senior Leadership to communicate the changes through public media as a leadership tool during a time with significant organizational changes. The research suggests that effective communication by Senior Leadership through public media would promote wins and challenge criticism in future times of crisis in the Danish Defence.

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