Service Responses to the Emergence of Joint Decisionmaking
Abstract
In fall 1998, the Air Force leadership asked RAND's Project AIR FORCE to assess how the military departments-Army, Navy, and Air Force-conduct their planning and programming functions. The Air Force wanted to know what decision models each Service uses for planning and programming. In particular, the client wanted to know how the decision models have changed since the passage of the Goldwater-Nichols Department of Defense Reorganization Act of 1986. Among the issues the Air Force wanted the assessment to address were the following: 1. How have the Goldwater-Nichols legislation and the collapse of the Soviet Union affected decisionmaking within DoD? 2. Why are the acquisition function and the associated decisionmaking processes disconnected from the PPBS? 3. How have the other Services responded to the changes brought about by the passage of the Goldwater-Nichols legislation? 4. How might the Air Force improve its planning and programming and the supporting decisionmaking processes? This assessment focuses on the decisionmaking processes within DoD and how the military departments interact with them. The evaluation discusses the "ideal" systems and how the systems are designed to operate as well as how the systems are actually working.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jan 01, 2001
- Accession Number
- ADA399267
Entities
People
- C. R. Roll
- Leslie Lewis
- Roger A. Brow
Organizations
- RAND Corporation