Exploring differences in organizational culture within the Department of Defense / James Ryseff, Jonathan Welch, Lewis Schneider.

Format:

Book

Author/Creator:

Ryseff, James, author.

Welch, Jonathan (Project associate), author.

Language:

English

Subjects (All):

Organizational change--United States.

Organizational change.

Corporate culture--United States.

Corporate culture.

Military education--United States.

Military education.

Operational readiness (Military science).

United States. Department of Defense--Procurement.

United States.

Place of Publication:

RAND Corporation 2023

Summary:

As the U.S. Department of Defense (DoD) pivots to deal with the pacing threat posed by China, its leadership recognizes that it can no longer rely on its technological advantage to ensure victory. Instead, DoD's leaders recognize that they must change the culture of the department to make it more innovative and adaptive in order to overcome new threats. The authors of this report analyzed the organizational culture of communities within DoD to understand how the current culture could be characterized and how DoD's culture varies within the department. Building on this research could help DoD's leaders achieve their desired cultural change. For this report, the authors used the Competing Values Framework (CVF) as an organizing framework for their analysis of organizational culture. The CVF differentiates among types of organizational culture and categorizes it into four dimensions: Adhocracy, Hierarchy, Clan, and Market. An Adhocracy culture dimension has a flexible, externally oriented culture; a Hierarchy culture has a stable, internally focused culture; a Clan culture has a flexible, internally oriented culture; and a Market culture has a stable, externally oriented culture.

Contents:

Chapter One: Introduction

Chapter Two: Methods

Chapter Three: Results

Chapter Four: Conclusions

Appendix A: Full List of Documents Considered

Appendix B: Keyword Lists.