The Airman and the State: An F-22 Pilot's Perspective on Civil-Military Relations
Abstract
The F-22 case study demonstrates how adherence to current civil-military relationship models creates discord and can lead to a sub-optimization of national strategy. Throughout the F-22 program, Department of Defense (DoD) civilian leadership exercised their prerogative to discount and undervalue Air Force military advice, ultimately overruling the Air Force as to the future of the program. Conversely, Air Force leaders viewed their management of the F-22 program as part of their Title 10 responsibilities to organize, train, and equip the Air Force. To senior Air Force officials, DoD leaders demonstrated either bias or ignorance of Air Force requirements. The dissonance between these two viewpoints suggests the need to replace traditional civil-military relations constructs with a collaborative norm. History shows that when collaboration occurs between civilian and military leaders, strategy is more coherent and outcomes are more optimal.
Document Details
- Document Type
- Technical Report
- Publication Date
- Feb 18, 2010
- Accession Number
- ADA530154
Entities
People
- Alexus G. Grynkewich
Organizations
- National Defense University