The Challenge of Leadership in the Interagency Environment
Abstract
To address myriad issues in foreign engagements across the range of military operations, numerous federal agencies are required. Military members who operate in this interagency environment may well think they have traveled to a foreign land where their cultural norms are deemed impertinent. However, the interagency environment is a cultural reality they must understand and successfully navigate to accomplish the mission. For the most part, military organizational culture is characterized by a strong hierarchy with almost absolute adherence to orders. Indeed, the first step of the Army's military decision making process is "receipt of mission," which, of course, supports the notion that higher headquarters knows best. The interagency culture takes an antithetical slant. The interagency environment is usually one in which there is no single, distinct chain of command. It is not a monolithic hierarchical organization. It is a loose conglomeration of agencies on the same road at the same time, but all going to a different destination. In this culture, the way to accomplish the mission is to employ the "six Cs"--comprehend, coordinate, cooperate, compromise, consensus, and communication.
Document Details
- Document Type
- Technical Report
- Publication Date
- Oct 01, 2010
- Accession Number
- ADA536548
Entities
People
- William J. Davis Jr.
Organizations
- United States Army Combined Arms Center