Public reporting burden for this collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing this 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 Department of Defense, Washington Headquarters Services, Directorate for Information . That directive modified the national security policy formulation process. The goal of the amended process was to integrate the efforts of all elements of the United States' government more efficiently through a new office located inside the State Department and to mitigate the weaknesses demonstrated during the initial stages of Operation Iraqi Freedom. This monograph analyses the structure of the new office, The Office of the Coordinator for Reconstruction and Stabilization (S/CRS) through the lens of two organizational theories: Axelrod and Cohen's complexity theory, and Walton and Dutton's Bureaucratic Conflict Resolution theory. The study assesses whether the new office is organized, staffed and empowered in a manner that will allow it to coordinate the interagency actors successfully in a crisis. An examination of recent reconstruction and stability operations determines which is more influential on the policy development process: the people involved or the processes used to develop policies. By determining which is more influential, people or process, the study determines if the modifications to the national security policy formulation process that NSPD-44 stipulates improve the federal government's ability to integrate interagency efforts in support of reconstruction and stability operations.The provisions of NSPD 44 and the capacity of S/CRS have not been tested in actual intergovernmental planning; therefore, it is not possible to assess the merits of the organization directly. However, it is possible to compare the extant organization theory with the organization and process associated with NSPD-44. Analysis of the data provided through interviews with S/CRS staff members, State Department and Department of Defense officials indicates that S/CRS staff members lack the experience of their peers throughout the interagency community and are therefore not able to coordinate the policy formulation effectively. Furthermore, the placement of S/CRS within the Department of State limits the ability of S/CRS officials to conduct their duties among their bureaucratic competitors in the interagency community. The assessment of the organization revealed that the S/CRS has been placed in a position to coordinate policy but has not been granted sufficient authority. The office is subordinate both F and the regional directorates and neither is willing to empower the S/CRS. The data indicate that S/CRS and the amended policy formulation process may develop efficient tactics, techniques and procedures t...