Giving Women a Chance: Understanding the Impacts of Organizational Culture to the Integration of Women into Combat Units within the US Marine Corps
Abstract
On January 24, 2013, then-Secretary of Defense Leon Panetta announced his decision to overturn the Direct Ground Combat Definition and Assignment Rule (DGCDAR), the primary policy which restricted women from serving in combat units, and directed each military service to develop plans to implement the planned change to policy. Out of all the military services, the USMC was the only service that requested an exemption to this change in policy. After Secretary of Defense Ashton Carter announced that no exemption would be made, USMC leaders publicly yielded to the new policy; however, the rhetoric and implementation of this policy are inconsistent with what organizational change theorists claim bring about successful organizational change. As not being able to officially serve in combat roles has been cited as a major barrier for women seeking leadership positions within the USMC, and as more and more women have served and died for the nation as a result of the conflicts in Iraq and Afghanistan, it is important that leaders both within and outside the USMC understand the underlying factors that could hinder the successful implementation of this policy. Using Edgar Scheins model as a base, this essay will review how the artifacts, espoused values, and basic assumptions that are prevalent with the USMC culture may be impacting the successful implementation of this policy. This study will also look at what organizational change theorists believe are required steps for the successful promotion of organizational change to better understand what is lacking thus far in the Marines implementation of this change within their organization.
Document Details
- Document Type
- Technical Report
- Publication Date
- Feb 27, 2017
- Accession Number
- AD1176428
Entities
People
- Alicia M. Andrews
Organizations
- Marine Corps University