Description Details
The basic hypothesis explored in this paper is that organizational culture and institutional agendas significantly affected the rise and fall of the Twenty-third Air Force. The significance of this research effort is clear considering the 1 October 2003 merger of Combat Search and Rescue (CSAR) and AFSOF under the aegis of the Air Force Special Operations Command (AFSOC). In light of recent events, this study’s ultimate goal is to provide a preview of how culture may affect AFSOC’s endeavors to strengthen CSAR capabilities. By studying the past, this paper looks for glimpses into the future....

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1 INTRODUCTION . . . . . . . . . . . . . . . . . . .1 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 2 UNDERSTANDING ORGANIZATIONAL CULTURE . . . . . . . . . . . . . . . . . . . . . . . . 5 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . .22 3 HERITAGE AND CULTURE OF AIR FORCE SPECIAL OPERATIONS FORCES . . . . . . . . . .29 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . .53 4 HERITAGE AND CULTURE OF AIR RESCUE . . . . . . . . . . . . . . . . . . . . . . . . . .67 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . .91 5 ORGANIZATIONAL CHANGE: THE RISE OF THE TWENTY-THIRD AIR FORCE . . . . . .101 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . 126 6 ORGANIZATIONAL CHANGE: THE FALL OF THE TWENTY-THIRD AIR FORCE . . . . .137 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . 159 7 FROM THE PAST, THE FUTURE . . . . . . . . 171 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . 179 APPENDIX: DESERT ONE ANALYSIS . . . . . . .183 ABBREVIATIONS . . . . . . . . . . . . . . . . . . . 195 BIBLIOGRAPHY . . . . . . . . . . . . . . . . . . . .199...

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DISCLAIMER . . . . . . . . . . . . . . . . . ii FOREWORD . . . . . . . . . . . . . . . . . v ABOUT THE AUTHOR . . . . . . . . . . . . vii PREFACE . . . . . . . . . . . . . . . . . . . ix ACKNOWLEDGMENTS . . . . . . . . . . . . xi INTRODUCTION . . . . . . . . . . . . . . . xiii Habit 1 Get a Haircut! First Impressions Last . . . . . 1 Habit 2 Shut Up! Listen and Pay Attention . . . . . . 9 Habit 3 Look Up! Attitude Is Everything . . . . . . . 15 Habit 4 Be Care-Full! Take Care of Your Troops . . . 23 Habit 5 Sharpen the Sword! Take Care of Yourself First. . . . . . . . . . . 35 Habit 6 Be Good! Know Your Stuff . . . . . . . . . . 45 Habit 7 Build Trust! Be Trustworthy . . . . . . . . . 51 Habit 8 Hang on Tight! Find an Enlisted Mentor . . . 59 FINAL THOUGHTS . . . . . . . . . . . . . . 67...

Description Details
Analysis of the percentage of men and women by commissioned years of service in the Air Force indicates that women separate prior to retirement more frequently than men. Having determined that women separate from the Air Force prior to retirement eligibility more often than men, Lt Col Laura DiSilverio wanted to find out why. The first chapter demonstrates why the Air Force needs women. It makes the demographic case and presents research results showing the value of diversity in general and the value of women leaders in particular. The second chapter presents the survey results, analyzes why women separate from the Air Force, and lists the types of programs that might retain them. The final chapter looks at the feasibility of implementing some programs that might help the Air Force retain more of its talented members....

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1 WHY THE AIR FORCE NEEDS WOMEN . . . . . 1 The War for Talent . . . . . . . . . . . . . . . . . . 2 The Value of Diversity . . . . . . . . . . . . . . . . 5 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 2 WHY WOMEN LEAVE . . . . . . . . . . . . . . . . 21 Hypotheses . . . . . . . . . . . . . . . . . . . . . . .22 Methodology . . . . . . . . . . . . . . . . . . . . . .24 Results . . . . . . . . . . . . . . . . . . . . . . . . . .27 Reasons for Leaving the Air Force . . . . . . . .27 Retention Measures . . . . . . . . . . . . . . . . .37 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . .39 3 USEFULNESS AND FEASIBILITY OF RETENTION MEASURES . . . . . . . . . . . . . . . 41 Home Basing . . . . . . . . . . . . . . . . . . . . . .42 Sabbatical/Break in Service Opportunity . . . 45 Permeability of Active-Reserve Barrier . . . . .49 Childbirth/Nursing Programs . . . . . . . . . . . 52 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . .56 CONCLUSION . . . . . . . . . . . . . . . . . . . . . 59...

Description Details
This book, Guidelines for Command, is the result of countless hours of research and contains the collective thoughts and lessons learned from many previous commanders. It has a wealth of information to assist you during your tenure as a commander. Use it in conjunction with your personal leadership skills, your base’s subject-matter experts, and your fellow commanders to lead our Airmen to new heights....

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DISCLAIMER . . . . . . . . . . . . . . . . . . . . . . . ii FOREWORD . . . . . . . . . . . . . . . . . . . . . . . vii ABOUT THE AUTHOR . . . . . . . . . . . . . . . . . ix PREFACE . . . . . . . . . . . . . . . . . . . . . . . . . xi 1 PREPARING TO TALK . . . . . . . . . . . . . . . . 1 Types of Speaking . . . . . . . . . . . . . . . . . . 2 Briefing . . . . . . . . . . . . . . . . . . . . . . . . . . .2 Teaching Lecture . . . . . . . . . . . . . . . . . . . . 2 Speech . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Audience . . . . . . . . . . . . . . . . . . . . . . . . . 3 Audience Analysis . . . . . . . . . . . . . . . . . . . 4 Audience Attitude . . . . . . . . . . . . . . . . . . . .5 Subject . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Selecting the Subject . . . . . . . . . . . . . . 6 Narrowing the Subject . . . . . . . . . . . . . . 8 Choosing a Title . . . . . . . . . . . . . . . . . 8 Objectives . . . . . . . . . . . . . . . . . . . . . . . 9 General Responses . . . . . . . . . . . . . . . . 9 Specific Responses . . . . . . . . . . . . . . . . 9 Gathering Material . . . . . . . . . . ....

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Contents Chapter Page BOARD OF REVIEWERS . . . . . . . . . . . . . . . . . . . . . . . . . . vi FOREWORD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii PREFACE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix ACKNOWLEDGMENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . xi A Perspective from the Commander in Chief . . . . . . . . . . . . . . 1 Barack H. Obama SECTION I: RELIGIOUS EXPRESSION 1 Religion in the Military: Finding the Proper Balance . . . . . . . . 15 Barry W. Lynn 2 Burning Bibles and Censoring Prayers: Is That Defending Our Constitution? . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Gordon James Klingenschmitt 3 The Need for (More) New Guidance Regarding Religious Expression in the Air Force . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Paula M. Grant 4 The One True Religion in the Military . . . . . . . . . . . . . . . . . . . 59 James E. Parco and Barry S. Fagin 5 Against All Enemies, Foreign and Domestic . . . . . . . . . . . . . . 69 Chris Rodda 6 Religious...

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DISCLAIMER . . . . . . . . . . . . . . . . . . . . . . . ii ABOUT THE AUTHOR . . . . . . . . . . . . . . . . .vii ACKNOWLEDGMENTS . . . . . . . . . . . . . . . . . ix 1 INTRODUCTION . . . . . . . . . . . . . . . . . . . 1 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 2 EDUCATION, TRAINING, AND EXPERIENCE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 3 LEADERSHIP COMPETENCIES . . . . . . . . . .13 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 4 LEADERSHIP ACTIONS: THE HUMP AIRLIFT OPERATION . . . . . . . . . . . . . . . . .27 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 5 LEADERSHIP ACTIONS: THE BERLIN AIRLIFT . . . . . . . . . . . . . . . . . . . . . . . . . 41 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 6 SUMMARY AND CRITIQUE . . . . . . . . . . . .57 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 BIBLIOGRAPHY . . . . . . . . . . . . . . . . . . . . 65 Illustrations Figure Page 1 Air Force Leadership Framework (Proposed) . . . . . . . . . ...

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DISCLAIMER . . . . . . . . . . . . . . . . . ii CONTENTS . . . . . . . . . . . . . . . . . . iii FOREWORD . . . . . . . . . . . . . . . . . v ABOUT THE AUTHOR . . . . . . . . . . vii PREFACE . . . . . . . . . . . . . . . . . . . ix ACKNOWLEDGMENTS . . . . . . . . . . xi ABSTRACT . . . . . . . . . . . . . . . . . . xv 1 EXPECTATIONS OF COMMAND . . . 1 What Does the Boss Expect? . . . 2 What Do the Troops Expect? . . . 9 What Do You Expect? . . . . . . . . . 18 Notes . . . . . . . . . . . . . . . . . . . . 22 2 VISION AND ENVIRONMENT . . . . . 23 Developing and Communicating Your Vision . . . . . . . . . . . . . . 24 Building the Environment . . . . . 30 Notes . . . . . . . . . . . . . . . . . . . . 49 3 WALKING THE WALK . . . . . . . . . . . 51 Notes . . . . . . . . . . . . . . . . . . . . 72 4 HANDLING JUSTICE . . . . . . . . . . . 73 5 GREAT IDEAS . . . . . . . . . . . . . . . . 95 Take Responsibility for Fun . . . . 95 Sponsor Program . . . . . . . . . . . . 100 Celebrate Heroes—Not Machines . . . . . . . . . . . . . . . . 103 Mentoring Program . . . . . . . . . . 104 Notes . . . . . . . . . . . . . . . ....

Description Details
This primer is a useful tool both for individuals who are not “space aware”—unacquainted with space capabilities, organizations, and operations—and for those who are “space aware,” especially individuals associated with the space community, but not familiar with space capabilities, organizations, and operations outside their particular areas of expertise. It is your guide and your invitation to all the excitement and opportunity of space....

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Contents Chapter Page DISCLAIMER . . . . . . . . . . . . . . . . . . . . ii FOREWORD . . . . . . . . . . . . . . . . . . . . . v ABOUT THE AUTHOR . . . . . . . . . . . . . . . . vii PREFACE . . . . . . . . . . . . . . . . . . . . . . ix ACKNOWLEDGMENTS . . . . . . . . . . . . . . . xi 1 THE NEED FOR BETTER LISTENING . . . . . . . 1 2 FALLACIES ABOUT LISTENING . . . . . . . . . . 5 Fallacy #1: Listening Is Not My Problem! . . . . . 5 Fallacy #2: Listening and Hearing Are the Same . . . . . . . . . . . . . . . . . . . . 6 Fallacy #3: Good Readers Are Good Listeners . . . . . . . . . . . . . . . . . . . . 7 Fallacy #4: Smarter People Are Better Listeners . . . . . . . . . . . . . . . . . . . . 9 Fallacy #5: Listening Improves with Age . . . . . . . . . . . . . . . . . . . . . . . 10 Fallacy #6: Listening Skills Are Difficult to Learn . . . . . . . . . . . . . . . . . . . . . 13 3 THE PROCESS OF LISTENING . . . . . . . . . . . 15 Receiving . . . . . . . . . . . . . . . . . . . . . 16 Attending . . . . . . . . . . . . . . . . . . . . . 18 Understanding . . . . . . . . . . . . . . . . . . 20 Responding . . . . . . ...

Description Details
This brief study of the earliest American Airmen and their influence on the development of an air-minded culture is a work in progress.

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DISCLAIMER . . . . . . . . . . . . . . . . . . . . . . . ii FOREWORD . . . . . . . . . . . . . . . . . . . . . . . vii ABOUT THE AUTHOR . . . . . . . . . . . . . . . . . xi ABSTRACT . . . . . . . . . . . . . . . . . . . . . . . xiii 1 A NEED FOR CHANGE? . . . . . . . . . . . . . . . .1 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 2 GOLDWATER-NICHOLS AS A MODEL FOR INTELLIGENCE REFORM . . . . . . . . . . . . 9 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 3 REFORMING INTELLIGENCE: A 50-YEAR EFFORT . . . . . . . . . . . . . . . . . . 39 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 4 THE 9/11 REPORT AND INTELLIGENCE REFORM LEGISLATION . . . . . . . . . . . . . . . .71 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . 96 5 THE PUSH AND PULL OF INTELLIGENCE REFORM . . . . . . . . . . . . . . 107 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . 130 6 THE QUESTION OF BALANCE . . . . . . . . . 139 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . 156 Appendix A INTERVIEWS . . . . . . . . . . . . . . . . . . . . 157 B CHRONOLOGY OF INTELLIGE...

Description Details
Air Combat Command (ACC) relies on Air Combat Maneuvering Instrumentation (ACMI) systems for air-to-air combat training and large force employment flight debrief. Although extremely effective training enhancements, these systems are enormously expensive and typically require flight over restricted airspace ranges. These factors have prevented fleetwide implementation of ACMI training on a daily basis. This study presents a summary of the development of the current and proposed family of ACMI systems and the capabilities each system provides. The Kadena Interim Training System provides a suitable case study to compare requirements of current ACMI features to the capabilities available using internal components....

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1 BACKGROUND . . . . 1 2 ACMI CONCEPTS, SOLUTIONS, AND REQUIREMENTS AND LIMITATIONS . . . . 13 3 ACMI SYSTEM DEVELOPMENT AND KADENA INTERIM TRAINING SYSTEM . . . . . 21 4 PROPOSAL FOR INTERNAL SOLUTIONS . . . . . 27 5 POTENTIAL SYSTEM COMPONENTS AND CONFIGURATION . . . . . 45 6 POTENTIAL ADVANTAGES. . . . 55 7 CONCLUSIONS. . . . 63 8 RECOMMENDATIONS . . . . . 67...

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Present and future force presentation options include more than just the single air domain, for the presentation of Air Force operations now includes the air, space, and cyberspace domains....

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DISCLAIMER . . . .ii FUTURE OPERATOR SYMPOSIUM PROCEEDINGS Introduction/Background . . . .1 Methodology . . . .2 Determining the Future Operator Definition . . . . 5 Cross-domain Competencies . . . . 7 Cross-domain Force Development Path . . . .9 Force Development Paradigms . . . .18 Culture . . . .19 Summary . . . . .21...

Description Details
In this study, Lt Col Karen O. Dunivin, USAF, examines social change in American military culture and explores the current struggle between the military’s traditional and exclusionary combat, masculine-warrior (CMW) paradigm or belief system and the contradictory evolving model of military culture characterized by egalitarianism and inclusiveness. It is a contest between old thinking and new thinking. The author uses two recent and ongoing cases to illustrate the divergence between paradigm and model: women in combat and homosexuals in the military....

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In this study, Lt Col Anthony C. Cain, PhD, analyzes the relationship between Iran’s strategic culture and weapons of mass destruction.

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This study uses Brig Gen J. F. C. Fuller’s theory of war to investigate the motivation of pilots flying in combat. The study holds the physical and cognitive domains of war variables constant and analyzes the moral domain effects on pilot behavior....

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1 INTRODUCTION . . . . . . . . . . . . . . . . . . . 1 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 2 THE MORAL DOMAIN . . . . . . . . . . . . . . . .7 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . .15 3 METHODOLOGY . . . . . . . . . . . . . . . . . . .17 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 4 SURVEY RESULTS AND ANALYSIS . . . . . . . 25 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . .34 5 CONCLUSION . . . . . . . . . . . . . . . . . . . . 37 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . 40...

Description Details
Colonel Paul “P. J.” McAneny offers an analysis focused on aircraft maintenance but applicable to the entire force and recommends cultural changes to support lasting transformation. He examines the impact of metrics on transformation and evaluates the USAF aircraft maintenance culture. He asks several questions: Can focused metrics precede cultural change? Does the aircraft maintenance community support a Red Is Good culture, in which metrics are used to illuminate problems rather than measure success or failure? If so, is the community a true learning organization that can maximize its impact through continuous process-improvement initiatives? The answers lead Colonel McAneny to recommend several Air Force–level changes to meet long-term aircraft readiness and reliability targets....

Description Details
Organizational change strategies for acquisition are essential due to the enormity of change required of the acquisition community. The Congress and the DOD have made many previous attempts at acquisition reform, but most have had little effect. To make sure our current reform efforts make positive, lasting changes, we must transform the acquisition culture. To date, little attention has been paid to cultural change aspects. To that end, this paper offers some ideas for organizations undergoing change for acquisition reform....