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In the midst of significant transition, it is important that the Army reflects on what it has experienced over the last twelve years of combat and takes advantage of the opportunity to improve its ability to execute its core missions and meet its obligations. While there is much to be learned from recent experiences in Iraq and Afghanistan, the lessons in leadership have the greatest implication for enduring effects on and for the force. By understanding the origins of mission command and approaching its implementation from a perspective of changing organizational culture, the Army stands to reap benefits well beyond merely empowering subordinate leaders. More importantly, truly inculcating mission command will also serve as a catalyst to an even greater lesson that Army leaders must learn: the ability to dialogue within, across, and outside the Force, undeterred by the trepidation of speaking truth to power when presenting dissenting views, alternative perspectives, and potentially unpopular options.

The Department of Defense (DoD) faces extraordinary fiscal challenges. The Army made deep budget reductions to meet sequestration caps and those measures could be re-imposed in 2016. However, given results of several Lean Six Sigma projects in the U.S. Army-Europe, it proved possible to find significant savings in military pay entitlements which could lead to substantial savings elsewhere. Initiatives projected millions of dollars in savings over five years from efficiencies of several entitlements. Additionally, improving the accuracy of military pay entitlements contributes to the Army's audit readiness, a Congressionally imposed DoD mandate for 2017. Replication of these projects elsewhere in the Army, unfortunately, has not occurred. Savings resulted from successful financial management organizational transformation, and the Army should use those lessons as it prepares to implement significant force structure changes. This paper explores why efficiencies did not spread throughout the service, what steps the Army should take to achieve benefits in other commands, and encourages the Army to assist other services with the replication of these projects to realize savings throughout DoD.

The rescission of the 1994 Direct Ground Combat Definition and Assignment Rule for women announced by Secretary Panetta and General Dempsey on 24 January, 2013 represents a promising change that will better align the Army with the society it serves and enhance the overall performance of combat arms units. In order to fully capitalize on this positive change, leaders at every level must challenge cultural resistance to women serving in previously all male Maneuver, Fires, and Effects (MFE) career fields at the brigade level and below. Many of these cultural impediments are contained in messages that oppose this change effort and have primarily dominated pre-execution dialogue, and thereby risk sabotaging the implementation process by marginalizing potential positive outcomes. Therefore, senior leaders must change cultural beliefs and assumptions by acknowledging the positive aspects of this change effort, while marginalizing negative sentiments. In doing so, subordinate leaders and Soldiers will be empowered to reinforce new assumptions and beliefs observed in senior leaders.

Women's performance in Iraq and Afghanistan over the last 12 years showcased their extraordinary abilities and reinforced the belief that women are qualified to join combat arms specialties. As a result, on January 24, 2013, the Department of Defense (DoD) removed ground combat restrictions for women thereby removing some of the barriers for increased opportunities. Research suggests that integrating women into previously closed specialties can improve team performance and indicates that successful integration depends on the Army's ability to plan and execute a comprehensive strategy for implementing change in organizations. Therefore, this paper examines the evolving role of women in the Army and acknowledges several concerns and benefits about integrating women into combat arms specialties. John Kotter's eight step process for leading change in organizations is used to examine and offer recommendations about how the Army should implement DOD's directive requiring women be integrated into combat specialties by 2016.

The Army finds itself at a critical point in its implementation of a mission command culture. Recent post-conflict history demonstrates tendencies towards centralization. While there are some differences in context, the anticipated future environment for the Army bears many similarities to its recent post-conflict past. Army senior leaders experienced the difficult days of "zero defect" command climates, reductions in end strength, and reduced promotion rates. Conversely, based on their experiences in combat over the last decade, the Army's junior leaders have both mission command experience and an expectation of empowerment from their leadership. To increase the chances of successful implementation of a mission command culture, the Army should utilize Schein's cultural embedding mechanisms. Specific recommendations include: consistent senior leader focus on mission command, senior leader role modeling mission command, rewarding positive examples of mission command, and adjusting the Officer Evaluation Report to ensure the Army promotes the right leaders. The implementation of a mission command culture will only occur when senior leaders overtly embrace and participate in the process.

Mission command is the philosophy of command that Army commanders and leaders must use to lead Soldiers and units in the 21st Century. While first conceptually introduced in 1982 with the publication of Field Manual (FM) 100-5, Operations, the Army did not officially adopt the evolved doctrinal term and concept of mission command until 2003 with the publication of FM 6-0, Mission Command. While mission command has been integrated into its doctrine, the Army still has yet to institutionalize it. The Army has not yet fully integrated mission command into its culture, fostered unit climates that engender it, incorporated it into its training methodologies, developed personnel management systems that reward it, and employed it consistently in all environments. These challenges result from the Army's inability to create major change and transform over the past 11 years, as well as its rooted culture, organizational climates, tiered structure, bureaucratic processes, and dated training and personnel management systems. This paper describes this latest evolution of mission command, explains why challenges to its institutionalization exist, and proposes solutions to Army senior leaders as to what should be done to achieve institutionalization.

The integration of women in Maneuver Fires and Effects branches in the Army represents a promising change for the Army and the nation. Not only will this long overdue change allow the Army to align with social norms pertaining to equality and inclusion, it will also enhance Army readiness and increase creativity and innovation in combat arms units. However, continued resistance to this change effort does not bode well for the Army moving forward. As such, senior Army leaders must understand factors that underscore resistance and communicate the importance of this change effort through strong messages and behavior patterns to influence institutional beliefs. This research project provides a historical review of women in the Army with emphasis on patterns of institutional resistance towards women, analyzes the benefits of integrating women into combat arms units, and provides recommendations for senior Army leaders to consider as they seek to effectively integrate women in combat arms units

Purpose - The objective of the research was to align the 3-part habit routine to intended organisational change initiatives that use discrete methodologies like Lean Six Sigma to achieve outcomes that are more successful than change initiatives deployed only from a technical systematic approach. Design/methodology/approach - An infield quantitative experiment designed to measure the longitudinal effects of mindfulness, organisational routines, and job satisfaction. Findings - This study does not provide empirical proof that the outcome to intended change initiative have improved with contextual cues over the predetermined time horizon. Research limitation/implications - The results suggest the 20-day time horizon of the study was insufficient to establish automaticity. The language used in the assessment tools chosen, posed a challenge in the context of a South African services organisation. Not including considerations for affective and behavioural factors into intended change programmes will continue to influence the effectiveness of change agents, and practitioners. Originality/value - Within the context of intended organisational change, this study aimed to amend embedded routines and/or automatic behaviours by providing contextual cues at a specific time of day.

"As the United States (U.S.) continues its drawdown in Iraq and Afghanistan, it's clear that the coming decade is a vital period of transition for the U.S. Army. This transition is enabled by declining budgets, a shift in emphasis to the Asia-Pacific region, counterterrorism, and training of partners to shaping the strategic environment, preventing the outbreak of dangerous regional conflicts, and improving the army's readiness to respond in force to a range of complex contingencies worldwide. In order to meet the challenges of shaping a future volatile, uncertain, complex and ambiguous (VUCA) strategic environment, senior leaders must identify and develop agile, adaptive strategic leaders who are equipped to embrace and negotiate challenges that await them. This project examines how the U.S. Army, from 1972-2012, developed its organizations and training to prepare and develop agile, adaptive strategic leaders who manage a budget-strained, technologically-oriented Army. This project will also analyze how senior leaders learned from history, adapted to their current operational environment, and anticipated future requirements in order to adequately prepare strategic leaders to meet the challenges before them."--Abstract.

"Since 2004, The Department of the Army has been required to provide an annual report on sexual assault. The Army Sexual Harassment/Assault Response and Prevention (SHARP) office has been the lead agent for the report and program. Over the years, the SHARP office has gone through several organizational changes due to Department of Defense directed mandates and internal Army decisions. This paper examined the Army's SHARP program from 2004 to 2011 by using Kotter's eight-step process of creating major change in an organization. This examination of Army decisions and programs within each of the eight steps showed that the Army has made many significant improvements to address this issue and anchor these changes within its culture. In concluding, this paper provided recommendations in four areas related to formally developing a vision for the SHARP program and using additional ways to communicate the vision and programs to members of the active Army and more specifically to the Reserve Component."--Abstract.

"Using a comprehensive approach, this study aims to recommend measures that will improve NATO's capabilities and make it a more efficient organization. For any military organizations, adjusting capabilities to governmental ambitions and strategic goals is fundamental. As such, NATO needs to continuously adjust its posture and capabilities to remain relevant in face of new threats and new requirements, especially since the end of the Cold War. This adjustment is even more pressing in the present context of financial austerity and of the upcoming important downsize in Afghanistan. Through a thorough review of NATO's evolution of the last 20 years, this study will demonstrate that although NATO is attempting to transform and adapt, its operational efficiency still suffers from important capability shortages and challenges. In order to tackle this crucial issue, a "roadmap toward 2020" containing various measures will aim to improve NATO's relevancy going forward."--Abstract.

Presentation regarding the Economic and Employment Services Program of Kansas Department of Social and Rehabilitation Services, and the need to switch to the Business Process Redesign program.

Testimony regarding SRS' role in the implementation of Governor Brownback's reorganization plan. The Kansas Department of Social and Rehabilitation Services supports and is working to achieve the reorganization of public health programs into a single state agency.

Testimony regarding SRS' role in the implementation of Governor Brownback's reorganization plan. The Kansas Department of Social and Rehabilitation Services supports and is working to achieve the reorganization of public health programs into a single state agency.

The construction industry is one of the most diverse industries that provide the desired foundation for the economic growth. Existing contractual structure that bases the framework for activities within this significant industry discourages coordination between the project players. Each of these attributes can lead to an environment of distrust with unresolved claims, budget overruns and schedule delay. This study presents a formal contractual framework that increases productivity, maximizes efficiency and minimizes wastes thorough utilizing partnering and integrated project delivery (IPD) approach. Partnering is an approach that provides more beneficial construction environment through defining shared goals for all the project stakeholders, while IPD is a PDS that integrates all project participants to deliver the best end product. The aim of this study is to build a collaborative environment that anticipates potential problems, allocates risks properly and as the bottom line, "Best for Project" shapes all the activities within this working relationship.

The collective voice of women in organization development is at once, scholarly, influential, and practical. Yet despite their profound contribution to the field research quantifying and examining their work is non-existent and their stories remain largely untold. This conspicuous absence in literature makes the story of OD an incomplete one. The primary goal of this research is to investigate and discover the early social context of OD, illuminating how women have influenced the field and their path to prominence. Telling their stories by documenting their life experiences is important to understanding their role in the generative evolution of OD.This study draws from early and contemporary Sociology of Knowledge, Social Influence Theory and Social Structure Theory. It is the first of its kind and was part of an unprecedented but critically needed study of Women in OD. Until now the collective voice of Women in OD has not been heard. Really all women have exerted influence on the field and any exclusion in this study were due to time, space and inability to make contact with certain individuals. This dissertation is meant to be documentation for ALL women to celebrate our contribution to the field as a whole. A discussion and illumination of their contributions cannot wait a moment longer. The present state of global affairs offers unprecedented opportunity for women to contribute to knowledge and theory creation in OD that would impact the changing forms and contexts of organizations.

"We are engaged in a dynamic global environment, in which pace, scale, and complexity of change are unprecedented. It is a networked world where what happens in Peshawar affects Peoria--and vice versa. Risks are often unforeseen and threats are hidden and agile, making the job of intelligence professionals more critical and more challenging. Our national security depends on anticipating risks and out-maneuvering our adversaries, not just out-muscling them. Therefore, intelligence is more critical than ever. We must address these risks and threats by integrating all elements of national power--defense, homeland security, diplomacy, development, and intelligence. However, the Intelligence Community is still largely structured, staffed, and operated around a design optimized for a different era. Adapting the Community to this new environment is our fundamental challenge. The purpose of this Vision document is to chart a new path forward for a globally networked and integrated Intelligence Enterprise for the 21st century based on the principles of integration, collaboration, and innovation. The mission of the Intelligence Community is to create decision advantage for our customers--policymakers, military commanders, law enforcement and homeland security officials. This means we collect and analyze intelligence to improve our customers' ability to make a decision while denying our adversaries the same advantage. To transform the Community and create decision advantage, we need to accomplish the following: develop integrated capabilities to address emerging challenges in cyber space and support new missions such as energy security; create a customer-driven intelligence model; improve our ability to anticipate and prevent strategic surprise through better global awareness and strategic foresight; Integrate the Community through mission-focused operations that transcend agency and functional silos. This also requires us to network our collection assets to work, autonomously and cooperatively in near-real time, to penetrate the most difficult targets; Field a net-centric information enterprise that enables end-users to discover, access, and exploit intelligence information in a secure, tailored manner; Remove the barriers to cross-agency collaboration by integrating the strategic enablers of the Intelligence Enterprise--human capital, education and training, business systems, facilities, science and technology, and acquisition and procurement."--Page 1.