Organizational Change in the United States Air Force
Abstract
The end of the Cold War led to a sudden change in the United States Air Force's task environment that required a degree of organizational change on the part of the Air Force. This exploratory study analyzes the transition between the Cold War and post-Cold War periods to identify key variables in the organizational change process that might be susceptible to policy intervention. In particular, it highlights the importance of an external change agent in the form of a directed change in mission, or an internal change agent in the form of organizational learning, as essential factors in transforming the Air Force's organizational strategy, which is the first step in organizational change. These change agents appeared to be absent following the end of the Cold War, leading to confusion regarding the Air Force's mission and a subsequent reduction in cohesion among airmen. The Air Force's ability to meet national security requirements depends in part on a common understanding of its mission, so an appreciation for methods of organizational change can help policy makers ensure the Air Force's operational readiness.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jan 14, 2003
- Accession Number
- ADA410845
Entities
People
- William C. Thomas
Organizations
- George Mason University