Problems of the Early Stage of Special Operations Capability Development in the Light of Change Management (2004–2006)

Abstract

Special operations capability development in Hungary started in the early 2000s and was closely linked to the global capability development trend that was initiated by
the terrorist attack on the World Trade Center in New York city and the Pentagon. In the early phase of capability development, the development process contained many
pitfalls, that could have been avoided in the light of change management. However, the executive command staff did not receive such training. The study retrospectively examines how the triple approach used in change management: goal–strategy–communication was implemented in the initial phase of special operations capability development, and what effects their implementation had on the military organization and the transformation process.