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Forging Norwegian Special Operation Forces

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Forging Norwegian Special Operation Forces Calhoun: The NPS Institutional Archive Theses and Dissertations Thesis Collection 2014-06 Forging Norwegian Special Operation Forces Olsen, Tommy Monterey, California: Naval Postgraduate School http://hdl.handle.net/10945/42699 NAVAL POSTGRADUATE SCHOOL MONTEREY, CALIFORNIA THESIS FORGING NORWEGIAN SPECIAL OPERATION FORCES by Tommy Olsen Marius Thormodsen June 2014 Thesis Advisor: Anna Simons Second Reader: Frank Brundtland Steder Third Reader: Brian Greenshields 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 2014 Master’s Thesis 4. TITLE AND SUBTITLE 5. FUNDING NUMBERS FORGING NORWEGIAN SPECIAL OPERATION FORCES 6. AUTHOR(S) Tommy Olsen and Marius Thormodsen 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 ____N/A____. 12a. DISTRIBUTION / AVAILABILITY STATEMENT 12b. DISTRIBUTION CODE Approved for public release; distribution is unlimited A 13. ABSTRACT (maximum 200 words) This thesis seeks to answer how leadership can unify the Norwegian Special Operation Forces and improve its organizational efficiency. From January 1, 2014, the two Norwegian special operations commands, Forsvarets Spesialkommando (FSK) and Marinejegerkommandoen (MJK), were joined in one service-like combatant command: Forsvarets Spesialstyrker (FS). FSK and MJK each have a long history, and their legacy and culture “sit in their hearts.” The two units are, in many ways, alike, but their differences have been highlighted when it comes to the future of the Norwegian Special Operation Forces. This thesis uses relevant literature, the authors’ personal experiences, and statistical analysis of precollected survey data to answer the research question. It offers an overview of the Norwegian Special Operation Forces’ history, maps the current organizational culture, and suggests a leadership approach to unify the two units and the newly established joint command staff in order to improve organizational efficiency. The aim is to provide recommendations to assist with the process of forging a highly capable Norwegian Special Operation Forces for the 21st century. 14. SUBJECT TERMS: Norwegian, Leadership, Organizational Culture, Forging, SOF, 15. NUMBER OF Communication, Commitment, Trust, Team, Mission Command PAGES 121 16. PRICE CODE 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. 2-89) Prescribed by ANSI Std. 239-18 i THIS PAGE INTENTIONALLY LEFT BLANK ii Approved for public release; distribution is unlimited FORGING NORWEGIAN SPECIAL OPERATION FORCES Tommy Olsen Lieutenant Commander, Royal Norwegian Navy Royal Norwegian Naval Academy, 1999 Marius Thormodsen Lieutenant, Royal Norwegian Navy Royal Norwegian Naval Academy, 2007 Submitted in partial fulfillment of the requirements for the degree of MASTER OF SCIENCE IN DEFENSE ANALYSIS from the NAVAL POSTGRADUATE SCHOOL June 2014 Authors: Tommy Olsen Marius Thormodsen Approved by: Anna Simons Thesis Advisor Frank Brundtland Steder Second Reader Brian Greenshields Third Reader John Arquilla Chair, Department of Defense Analysis iii THIS PAGE INTENTIONALLY LEFT BLANK iv ABSTRACT This thesis seeks to answer how leadership can unify the Norwegian Special Operation Forces and improve its organizational efficiency. From January 1, 2014, the two Norwegian special operations commands, Forsvarets Spesialkommando (FSK) and Marinejegerkommandoen (MJK), were joined in one service-like combatant command: Forsvarets Spesialstyrker (FS). FSK and MJK each have a long history, and their legacy and culture “sit in their hearts.” The two units are, in many ways, alike, but their differences have been highlighted when it comes to the future of the Norwegian Special Operation Forces. This thesis uses relevant literature, the authors’ personal experiences, and statistical analysis of precollected survey data to answer the research question. It offers an overview of the Norwegian Special Operation Forces’ history, maps the current organizational culture, and suggests a leadership approach to unify the two units and the newly established joint command staff in order to improve organizational efficiency. The aim is to provide recommendations to assist with the process of forging a highly capable Norwegian Special Operation Forces for the 21st century. v THIS PAGE INTENTIONALLY LEFT BLANK vi TABLE OF CONTENTS I. FORGING NORWEGIAN SPECIAL OPERATION FORCES .............................1 A. IDENTIFYING THE CHALLENGE ............................................................1 B. PURPOSE AND SCOPE FOR THIS RESEARCH ......................................2 C. DEFINITIONS .................................................................................................2 D. RESEARCH QUESTION ...............................................................................4 E. METHODOLOGY ..........................................................................................4 1. Literature Review ................................................................................4 2. Analysis of Precollected Survey Data .................................................4 II. HISTORY OF NORWEGIAN SPECIAL OPERATIONS FORCES.....................7 A. WORLD WAR II .............................................................................................7 1. Kompani Linge .....................................................................................8 2. Shetlandsgjengen..................................................................................9 B. FORSVARETS SPESIALKOMMANDO ...................................................10 C. MARINEJEGERKOMMANDOEN ............................................................12 D. ATTEMPTED MERGERS ...........................................................................15 E. THE ESTABLISHMENT OF FORSVARETS SPESIALSTYRKER JANUARY 1, 2014 .........................................................................................17 III. ORGANIZATIONAL CULTURE ...........................................................................21 A. THE CONCEPT OF ORGANIZATIONAL CULTURE ...........................22 1. Organizational Culture Defined .......................................................22 2. Functional, Dysfunctional, Weak, and Strong Organizational Culture ................................................................................................25 3. The Three Levels of Culture .............................................................27 B. FORSVARETS SPESIALRTYRKER’S CULTURE .................................31 1. Organizational Culture and Performance .......................................31 2. Forsvarets Spesialstyrker ..................................................................35 a. Mission ....................................................................................37 b. Consistency ..............................................................................38 c. Involvement .............................................................................39 d. Adaptability..............................................................................40 C. WHEN CULTURES MEET .........................................................................43 1. The Multi-Cultural Challenge ..........................................................43 a. Are FSK and MJK Compatible? .............................................44 b. Merger Strategies ....................................................................51 IV. THE IMPORTANCE OF LEADERSHIP ...............................................................55 A. WHY LEADERSHIP IS IMPORTANT ......................................................56 1. Findings ...............................................................................................57 B. HOW LEADERSHIP SHOULD BE EXECUTED .....................................59 1. Mission Command .............................................................................60 a. Findings ...................................................................................60 2. Soft Leadership ..................................................................................62 vii 3. Team Orientation ...............................................................................63
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