Organizational Change for Acquisition Reform: Proposed Core Competencies

Abstract

The post cold war environment and reduced budgets have forced the military to important acquisition reform. While the Department of Defense has achieved some success, the pace of reform is still relatively slow and some concern exists about the reform's breadth and depth. The research presented here attempts to help matters by proposing core competencies for organizations undergoing change for acquisition reform. These core competencies are derived from a comparison of theory with actual practice. A discussion of possible change strategies shows various matters/methods to achieve Lewin's framework of organizational change: unfreezing the system, movement towards a new orientation, and refreezing new behaviors and attitudes. These strategies are compared with the case study of successful acquisition reform's implementation in the Joint Direct Attack Munitions (JDAM) program office.

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Document Details

Document Type
Technical Report
Publication Date
Mar 01, 1997
Accession Number
ADA398010

Entities

People

  • Robert S. Green

Organizations

  • Air Command and Staff College

Tags

Communities of Interest

  • Energy and Power Technologies
  • Human Systems
  • Weapons Technologies

DTIC Thesaurus Topics

  • Aeronautics
  • Air Force Procurement
  • Commerce
  • Contractors
  • Engineering
  • Information Systems
  • Management Personnel
  • Military Acquisition
  • National Security
  • New York
  • Organizational Structure
  • Personnel Selection
  • Psychology
  • Social Psychology
  • System Software
  • Teamwork
  • Test And Evaluation

Readers

  • Economics
  • Organizational Process Management (OPM).
  • Strategic Security Studies