Identifying Promising Approaches to U.S. Army Institutional Change: A Review of the Literature on Organizational Culture and Climate

Meredith, Lisa S.; Sims, Carra S.; Batorsky, Benjamin Saul; Okunogbe, Adeyemi; Bannon, Brittany L.; Myatt, Craig A

doi:10.7249/rr1588

Cited by 4 publications

(5 citation statements)

References 20 publications

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“…Creating a fair and inclusive organization that values different backgrounds and perspectives and thus attracts, recruits, and retains the best talent available. 20 We are professionals. We wear a uniform.…”

Section: People-related Practicesmentioning

confidence: 99%

Developing U.S. Space Force Organizational Culture with Future-Facing Intention

2023

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In this paper, we spotlight how the Space Force's organizational culture-embodied by its de facto beliefs, values, and practices-will affect its outcomes. Whether fostered deliberately with intention or left to grow haphazardly, this organizational culture will drive the service's performance, operational effectiveness, and long-term success.In its earliest stages, the Space Force carried over numerous values and practices from the Air Force, enabling continuity while a cadre of senior leaders developed new doctrine, structures, processes, values, and goals tailored to its space-

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Section: People-related Practicesmentioning

confidence: 99%

Developing U.S. Space Force Organizational Culture with Future-Facing Intention

2023

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“…(Schein, 1990, p. 111) Schein's definition captures how culture is transmitted across generations. In 2017, a team of RAND analysts identified drivers that can bring about organizational culture and climate changes for the U.S. Army: goals, accountability, training, resources, and engagement (Meredith et al, 2017). Using the framework, we developed four sets of recommendations to help the Coast Guard address each of these aspects.…”

Section: Recommendations To Improve the Coast Guard Climate In Suppor...mentioning

confidence: 99%

“…Therefore, the culture change requires concerted efforts to intervene in the transmission of undesirable assumptions. In 2017, a team of RAND analysts identified drivers that can bring about organizational culture and climate changes for the U.S. Army (Meredith et al, 2017). The RAND team developed a framework of culture change driven by five factors: goals, accountability, training, resources, and engagement.…”

Section: Conclusion and Recommendations To Improve The Coast Guard Cl...mentioning

confidence: 99%

“…The implementation of our recommendations will require resources and, in some instances, organizational changes. The literature emphasizes the importance of resource allocations to bring about culture change (Meredith et al, 2017). Adequately resourcing these reform efforts demonstrates CCG's priorities and the institutional commitment to DEI efforts.…”

Section: Implementation Considerationsmentioning

confidence: 99%

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Improving the Representation of Women and Racial/Ethnic Minorities Among U.S. Coast Guard Active-Duty Members

Lim¹,

Hall²,

Keller³

et al. 2021

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This report documents findings and recommendations from a project examining why women and members of racial and ethnic minority groups are underrepresented in the active-duty Coast Guard. 1 The researchers used a mixed-method approach to identify root causes of underrepresentation of these populations and made recommendations for strategies that the Coast Guard can adopt to improve its ability to reflect the racial, ethnic, and gender makeup of the United States, resulting in a more diverse Coast Guard.The summary of this report, which highlights our key findings and recommendations, will likely be most useful for decisionmakers. Readers with more-detailed interests will find value in the chapters and appendixes, which provide detailed explanations of study findings, recommendations, and our methodology. This research was sponsored by the U.S. Coast Guard Office of Diversity and Inclusion (CG-127) and conducted within the Personnel and Resources Program of the Homeland Security Operational Analysis Center (HSOAC), a federally funded research and development center (FFRDC) operated by the RAND Corporation. About the Homeland Security Operational Analysis CenterThe Homeland Security Act of 2002 (Section 305 of Public Law 107-296, as codified at 6 U.S.C. § 185) authorizes the Secretary of Homeland Security, acting through the Under Secretary for Science and Technology, to establish one or more FFRDCs to provide independent analysis of homeland security issues. The RAND Corporation operates HSOAC as an FFRDC for the U.S. Department of Homeland Security (DHS) under contract HSHQDC-16-D-00007.The HSOAC FFRDC provides the government with independent and objective analyses and advice in core areas important to the department in support of policy development, decision making, alternative approaches, and new ideas on issues of significance. The HSOAC FFRDC also works with and supports other federal, state, local, tribal, and public-and private-sector organizations that make up the homeland security enterprise. The HSOAC FFRDC's research is undertaken by mutual consent with DHS and is organized as a set of discrete tasks. This report presents the results of research and analysis conducted under task order 70Z02319FPPE04500, Holistic Study and Analysis for Recruiting and Retention of Underrepresented Minorities. 1 The Coast Guard refers to women and members of racial and ethnic minority groups as underrepresented minorities (URMs). We recognize that minority itself is often used as shorthand for historically underrepresented or historically marginalized rather than for actual numeric minority, but we use URM in this report in keeping with Coast Guard terminology.Throughout this report, any designation of gender, race, or ethnicity is self-reported by personnel. In addition, in this report, we use a binary gender construct (men and women) because this aligns with Coast Guard personnel data collection.

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“…Changes in culture may be achieved, in part, through command emphasis (e.g., Meredith et al, 2017). GAO (2016) found that use of specific virtual training devices was highest when training strategies prescribed use of the devices, and, as reported in Chapter Four, command emphasis was associated with high utilization of SBT systems.…”

Section: Revise Training Policy and Strategymentioning

confidence: 99%

Collective Simulation-Based Training in the U.S. Army: User Interface Fidelity, Costs, and Training Effectiveness

Straus¹,

Lewis²,

Connor³

et al. 2019

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Limited Print and Electronic Distribution RightsThis document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions.The RAND Corporation is a research organization that develops solutions to public policy challenges to help make communities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit, nonpartisan, and committed to the public interest. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.

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Identifying Promising Approaches to U.S. Army Institutional Change: A Review of the Literature on Organizational Culture and Climate

Cited by 4 publications

References 20 publications

Developing U.S. Space Force Organizational Culture with Future-Facing Intention

Developing U.S. Space Force Organizational Culture with Future-Facing Intention

Improving the Representation of Women and Racial/Ethnic Minorities Among U.S. Coast Guard Active-Duty Members

Collective Simulation-Based Training in the U.S. Army: User Interface Fidelity, Costs, and Training Effectiveness

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