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Forging Netherlands Maritime Special Operations Forces

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Forging Netherlands Maritime Special Operations Forces Calhoun: The NPS Institutional Archive Theses and Dissertations Thesis Collection 2012-06 Forging Netherlands Maritime Special Operations Forces Kraag, Andy Monterey, California. Naval Postgraduate School http://hdl.handle.net/10945/7371 NAVAL POSTGRADUATE SCHOOL MONTEREY, CALIFORNIA THESIS FORGING NETHERLANDS MARITIME SPECIAL OPERATIONS FORCES by Andy Kraag June 2012 Thesis Advisor: Kalev Sepp Second Reader: Erik Jansen Approved for public release; distribution is unlimited THIS PAGE INTENTIONALLY LEFT BLANK REPORT DOCUMENTATION PAGE Form Approved OMB No. 0704–0188 Public reporting burden for this collection of information is estimated to average 1 hour per response, including the time for reviewing instruction, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington, VA 22202–4302, and to the Office of Management and Budget, Paperwork Reduction Project (0704–0188) Washington DC 20503. 1. AGENCY USE ONLY (Leave blank) 2. REPORT DATE 3. REPORT TYPE AND DATES COVERED June 2012 Master’s Thesis 4. TITLE AND SUBTITLE Forging Netherlands Maritime Special Operations 5. FUNDING NUMBERS Forces 6. AUTHOR(S) Andy Kraag 7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) 8. PERFORMING ORGANIZATION Naval Postgraduate School REPORT NUMBER Monterey, CA 93943–5000 9. SPONSORING /MONITORING AGENCY NAME(S) AND ADDRESS(ES) 10. SPONSORING/MONITORING N/A AGENCY REPORT NUMBER 11. SUPPLEMENTARY NOTES The views expressed in this thesis are those of the author and do not reflect the official policy or position of the Department of Defense or the U.S. Government. IRB Protocol number NPS 2011 0051- IR-EM2-A. 12a. DISTRIBUTION / AVAILABILITY STATEMENT 12b. DISTRIBUTION CODE Approved for public release; distribution is unlimited A 13. ABSTRACT In 2009, the Royal Netherlands Marine Corps started merging its two SOF units into one: The Netherlands Maritime Special Operation Forces (NL MARSOF). This newly formed unit is envisioned as a unique mixture of “traditional” maritime special operations and national counter-terrorism capabilities. Even though the creation of NL MARSOF marks significant progress in the professionalization of Dutch maritime SOF, new challenges in determining its strategic utility and cultural differences between NL MARSOF’s sub-units hamper its optimal development and effectiveness. Based on an organizational model of unit culture and a theoretical framework based on SOF’s strategic utility, this research explored how NL MARSOF can better unify its culture and clarify its strategic utility. Governing document analysis, survey research, and interviews with key members of NL MARSOF revealed several shortcomings that should be addressed in order to improve NL MARSOF’s effectiveness and ensure its survival during times in which the Dutch Ministry of Defense faces the largest budget cutbacks in its history. The survey results and interviews indicate that NL MARSOF is experiencing a sort of “identity crisis.” Even though NL MARSOF leadership has focused on (infra-)structural elements of the reorganization, it failed to define and communicate a clear mission supported by the majority of the community, and thus offered neither a sense of purpose nor sufficient guidance. This lack of a long-term vision set out in strategic direction now negatively affects the overall performance of NL MARSOF. The way forward is to get NL MARSOF members involved in the process of defining the unit’s “way ahead.” Strategic management sessions will define the way ahead for NL MARSOF, thereby clarifying its strategic utility. These sessions are the vital first step in improving operational effectiveness. A working group on symbols & traditions will give NL MARSOF its much-needed professional “face” and provide the symbols (logos, insignias, traditions, and customs) to strengthen the shared system of beliefs and values and thus create a stronger unit culture. Finally, training courses in change management and team-building sessions will help smooth the transition to one NL MARSOF. 14. SUBJECT TERMS The Netherlands, Dutch, Holland, special operations, Special 15. NUMBER OF Operations Forces, SOF, Dutch SOF, Dutch Naval SOF, Royal Netherlands Marine Corps, PAGES RNLMC, Maritime Special Operations Forces, MARSOF, Unit Intervention Marines, UIM, 291 7Troop SBS, Dutch Frogmen, Mountain Leaders, national counter terrorism unit, Strategic 16. PRICE CODE Utility, Unit Culture, SOF culture, merging units, reorganization 17. SECURITY 18. SECURITY 19. SECURITY 20. LIMITATION OF CLASSIFICATION OF CLASSIFICATION OF THIS CLASSIFICATION OF ABSTRACT REPORT PAGE ABSTRACT Unclassified Unclassified Unclassified UU NSN 7540–01–280–5500 Standard Form 298 (Rev. 8–98) Prescribed by ANSI Std. Z39.18 i THIS PAGE INTENTIONALLY LEFT BLANK ii Approved for public release; distribution is unlimited FORGING NETHERLANDS MARITIME SPECIAL OPERATIONS FORCES Andy Kraag Major, Royal Netherlands Marine Corps M.S., Open University, the Netherlands, 2007 Submitted in partial fulfillment of the requirements for the degree of MASTER OF SCIENCE IN DEFENSE ANALYSIS from the NAVAL POSTGRADUATE SCHOOL June 2012 Author: Andy Kraag Approved by: Kalev Sepp Thesis Advisor Erik Jansen Second Reader John Arquilla Chair, Department of Defense Analysis iii THIS PAGE INTENTIONALLY LEFT BLANK iv ABSTRACT In 2009, the Royal Netherlands Marine Corps started merging its two SOF units into one: The Netherlands Maritime Special Operation Forces (NL MARSOF). This newly formed unit is envisioned as a unique mixture of “traditional” maritime special operations and national counter-terrorism capabilities. Even though the creation of NL MARSOF marks significant progress in the professionalization of Dutch maritime SOF, new challenges in determining its strategic utility and cultural differences between NL MARSOF’s sub-units hamper its optimal development and effectiveness. Based on an organizational model of unit culture and a theoretical framework based on SOF’s strategic utility, this research explored how NL MARSOF can better unify its culture and clarify its strategic utility. Governing document analysis, survey research, and interviews with key members of NL MARSOF revealed several shortcomings that should be addressed in order to improve NL MARSOF’s effectiveness and ensure its survival during times in which the Dutch Ministry of Defense faces the largest budget cutbacks in its history. The survey results and interviews indicate that NL MARSOF is experiencing a sort of “identity crisis.” Even though NL MARSOF leadership has focused on (infra-)structural elements of the reorganization, it failed to define and communicate a clear mission supported by the majority of the community, and thus offered neither a sense of purpose nor sufficient guidance. This lack of a long-term vision set out in strategic direction now negatively affects the overall performance of NL MARSOF. The way forward is to get NL MARSOF members involved in the process of defining the unit’s “way ahead.” Strategic management sessions will define the way ahead for NL MARSOF, thereby clarifying its strategic utility. These sessions are the vital first step in improving operational effectiveness. A working group on symbols & v traditions will give NL MARSOF its much-needed professional “face” and provide the symbols (logos, insignias, traditions, and customs) to strengthen the shared system of beliefs and values and thus create a stronger unit culture. Finally, training courses in change management and team-building sessions will help smooth the transition to one NL MARSOF. vi TABLE OF CONTENTS I. TRANSFORMATION TO NL MARITIME SPECIAL OPERATIONS FORCES (NL MARSOF) ................................................................................. 1 A. THE DEVELOPMENT OF DUTCH MARITIME SOF ............................ 1 B. PURPOSE AND SCOPE ...................................................................... 8 C. TARGET AUDIENCE ........................................................................... 9 D. THE PROBLEM ................................................................................... 9 1. History Explored ...................................................................... 9 2. Identified Friction Points ....................................................... 14 a. Selection Process ....................................................... 14 b. Training ........................................................................ 16 c. Customs and Traditions ............................................. 17 d. Missions ....................................................................... 20 e. Friction Points Related to Strategic Utility and Unit Culture ................................................................. 22 E. RESEARCH QUESTION .................................................................... 23 F. CAUSAL FRAMEWORK OF DEPENDENT AND INDEPENDENT VARIABLES ....................................................................................... 26 G. RESEARCH DESIGN ......................................................................... 28 1. Methods .................................................................................. 31 a. Surveys .......................................................................
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