Yoking Unequal Oxen: Organizing Forces for Dissimilar Missions

Abstract

Organizational structure can have a considerable influence on the success of a military force, especially when adopting a new, dissimilar mission. The term dissimilar mission refers to a task beyond a units existing mission essential task list. This study analyzes two case studies, the US Armys adoption of counterinsurgency and the US Air Forces development of intercontinental ballistic missiles (ICBMs). The level in the organizational structure at which differentiation of the new mission takes place is a key element of the analysis. In 1961, President John F. Kennedy gave the US Army the dissimilar mission of counterinsurgency. Army leaders chose to differentiate the new mission at a low level in its hierarchy. The Armys focus on conventional operations and its institutional inertia hindered the development of counterinsurgency capabilities and structurally subordinated them to the predominant conventional mindset. The Armys force structure decisions differentiated counterinsurgency forces at too low a level to overcome its institutional inertia. In the 1950s, the US Air Force gained a dissimilar mission to develop and field ICBMs. The Air Force differentiated it at a high level and organized by product. This organizational structure helped overcome institutional inertia, downplayed functional perspectives, and provided additional focus on bringing the weapon system on line. The result was fielding of ICBMs in a remarkably short time. Analysis of the two case studies provides the following conclusions for organizing military forces for a new, dissimilar mission: Incorporating a dissimilar mission into an existing organization rather than creating a new organization provides administrative efficiency. This action leverages existing processes, personnel, leadership, and administration leading to quicker action. Institutional inertia is a powerful factor in organizational change, especially when an established military activity is concerned.

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Document Details

Document Type
Technical Report
Publication Date
Jun 01, 2012
Accession Number
AD1019711

Entities

People

  • Kevin L. Parker

Organizations

  • Air University

Tags

Communities of Interest

  • Air Platforms
  • Biomedical
  • Human Systems
  • Space
  • Weapons Technologies

DTIC Thesaurus Topics

  • Air Force
  • Aircrafts
  • Civil Engineering
  • Combat Areas
  • Contingency Operations (Military)
  • Department Of Defense
  • Employment
  • Engineers
  • Geography
  • Green Berets
  • Intercontinental Ballistic Missiles
  • Military History
  • Military Organizations
  • Organizational Structure
  • Personnel Management
  • War Colleges
  • Warfare

Readers

  • Military History of the United States in the 20th Century.
  • Organizational Psychology.
  • Systems Analysis and Design