An army transformed: the U.S. Army's post-Vietnam recovery and the dynamics of change in military organizations
"During the 2 decades preceding the Persian Gulf War in 1991, the U.S. Army went through tremendous reform and rejuvenation. In explaining this important case of military change, this paper makes four central arguments. First, leaders within military organizations are essential; external develo...
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Carlisle, PA
Strategic Studies Institute, U.S. Army War College
2010
|
| Schriftenreihe: | The Letort papers
|
| Schlagworte: | |
| Zusammenfassung: | "During the 2 decades preceding the Persian Gulf War in 1991, the U.S. Army went through tremendous reform and rejuvenation. In explaining this important case of military change, this paper makes four central arguments. First, leaders within military organizations are essential; external developments most often have an indeterminate impact on military change. Second, military reform is about more than changing doctrine. To implement its doctrine, an organization must have appropriate training practices, personnel policies, organizations, equipment, and leader development programs. Third, the implementation of comprehensive change requires an organizational entity with broad authority able to craft, evaluate, and execute an integrated program of reforms. In the case of the U.S. Army in the 1970s and 1980s, this organization was the U.S. Army Training and Doctrine Command (TRADOC). To an unprecedented degree, TRADOC was able to ensure that changes in personnel policies, organizations, doctrine, training practices, and equipment were integrated and mutually reinforcing. Fourth and finally, the process of developing, implementing, and institutionalizing complementary reforms can take several decades. While today's demands differ from those of the past, this report suggests questions that may be useful in thinking about change today. Knowing the answers to these questions would enable informed judgment about the prospects for the successful implementation of a program of reforms. The consequences, for good or for ill, could be quite significant in terms of resources, lives, and the national interest."-- P. vii-viii |
| Beschreibung: | "September 2010." Includes bibliographical references (p. 49-61) Military change is difficult -- The military as a large organization -- The military as a bureaucracy -- The special nature of military organizations -- Types of military change -- The literature on military change -- Innovation -- Military doctrine -- Civil-military relations and military change -- Technological change -- The need for a new approach -- Who initiates reform? -- What motivates change? -- Institutionalization -- The argument -- The U.S. Army in the 1970s and 1980s -- Westmoreland's watch, 1968-1972 -- The Abrams/Weyand period, 1972-76 -- Training and Doctrine Command, 1973-1982 -- Conclusion |
| Beschreibung: | VIII, 61 S. |
| ISBN: | 9781584874614 1584874619 |
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| 520 | |a "During the 2 decades preceding the Persian Gulf War in 1991, the U.S. Army went through tremendous reform and rejuvenation. In explaining this important case of military change, this paper makes four central arguments. First, leaders within military organizations are essential; external developments most often have an indeterminate impact on military change. Second, military reform is about more than changing doctrine. To implement its doctrine, an organization must have appropriate training practices, personnel policies, organizations, equipment, and leader development programs. Third, the implementation of comprehensive change requires an organizational entity with broad authority able to craft, evaluate, and execute an integrated program of reforms. In the case of the U.S. Army in the 1970s and 1980s, this organization was the U.S. Army Training and Doctrine Command (TRADOC). To an unprecedented degree, TRADOC was able to ensure that changes in personnel policies, organizations, doctrine, training practices, and equipment were integrated and mutually reinforcing. Fourth and finally, the process of developing, implementing, and institutionalizing complementary reforms can take several decades. While today's demands differ from those of the past, this report suggests questions that may be useful in thinking about change today. Knowing the answers to these questions would enable informed judgment about the prospects for the successful implementation of a program of reforms. The consequences, for good or for ill, could be quite significant in terms of resources, lives, and the national interest."-- P. vii-viii | ||
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| 600 | 1 | 4 | |a Abrams, Creighton W. / (Creighton Williams) / 1914-1974 / Military leadership |
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Datensatz im Suchindex
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| author | Nielsen, Suzanne C. |
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| spelling | Nielsen, Suzanne C. Verfasser (DE-588)139526854 aut An army transformed the U.S. Army's post-Vietnam recovery and the dynamics of change in military organizations Suzanne C. Nielsen Carlisle, PA Strategic Studies Institute, U.S. Army War College 2010 VIII, 61 S. txt rdacontent n rdamedia nc rdacarrier The Letort papers "September 2010." Includes bibliographical references (p. 49-61) Military change is difficult -- The military as a large organization -- The military as a bureaucracy -- The special nature of military organizations -- Types of military change -- The literature on military change -- Innovation -- Military doctrine -- Civil-military relations and military change -- Technological change -- The need for a new approach -- Who initiates reform? -- What motivates change? -- Institutionalization -- The argument -- The U.S. Army in the 1970s and 1980s -- Westmoreland's watch, 1968-1972 -- The Abrams/Weyand period, 1972-76 -- Training and Doctrine Command, 1973-1982 -- Conclusion "During the 2 decades preceding the Persian Gulf War in 1991, the U.S. Army went through tremendous reform and rejuvenation. In explaining this important case of military change, this paper makes four central arguments. First, leaders within military organizations are essential; external developments most often have an indeterminate impact on military change. Second, military reform is about more than changing doctrine. To implement its doctrine, an organization must have appropriate training practices, personnel policies, organizations, equipment, and leader development programs. Third, the implementation of comprehensive change requires an organizational entity with broad authority able to craft, evaluate, and execute an integrated program of reforms. In the case of the U.S. Army in the 1970s and 1980s, this organization was the U.S. Army Training and Doctrine Command (TRADOC). To an unprecedented degree, TRADOC was able to ensure that changes in personnel policies, organizations, doctrine, training practices, and equipment were integrated and mutually reinforcing. Fourth and finally, the process of developing, implementing, and institutionalizing complementary reforms can take several decades. While today's demands differ from those of the past, this report suggests questions that may be useful in thinking about change today. Knowing the answers to these questions would enable informed judgment about the prospects for the successful implementation of a program of reforms. The consequences, for good or for ill, could be quite significant in terms of resources, lives, and the national interest."-- P. vii-viii Westmoreland, William C. / (William Childs) / 1914-2005 / Military leadership Abrams, Creighton W. / (Creighton Williams) / 1914-1974 / Military leadership Weyand, Fred C. / (Fred Carlton) / 1916-2010 / Military leadership Weyand, Fred C. 1916-2010 (DE-588)144041324 gnd rswk-swf Abrams, Creighton W. 1914-1974 (DE-588)119112213 gnd rswk-swf Westmoreland, William C. 1914-2005 (DE-588)119059002 gnd rswk-swf United States / Army / Reorganization / History / 20th century United States / Army Training and Doctrine Command / History / 20th century United States / Army / History USA Army Training and Doctrine Command (DE-588)5137838-3 gnd rswk-swf Geschichte 1900-2000 Geschichte 1975-1990 gnd rswk-swf Strategic culture / United States Organizational change Organizational effectiveness Civil-military relations / United States Military doctrine / United States Army transformation Geschichte Reorganisation (DE-588)4115744-8 gnd rswk-swf Militär (DE-588)4039305-7 gnd rswk-swf USA USA (DE-588)4078704-7 gnd rswk-swf Westmoreland, William C. 1914-2005 (DE-588)119059002 p Abrams, Creighton W. 1914-1974 (DE-588)119112213 p Weyand, Fred C. 1916-2010 (DE-588)144041324 p USA (DE-588)4078704-7 g Militär (DE-588)4039305-7 s Reorganisation (DE-588)4115744-8 s Geschichte 1975-1990 z DE-604 USA Army Training and Doctrine Command (DE-588)5137838-3 b Strategic Studies Institute (Carlisle Barracks, Pa.) Sonstige (DE-588)1046371-9 oth |
| spellingShingle | Nielsen, Suzanne C. An army transformed the U.S. Army's post-Vietnam recovery and the dynamics of change in military organizations Westmoreland, William C. / (William Childs) / 1914-2005 / Military leadership Abrams, Creighton W. / (Creighton Williams) / 1914-1974 / Military leadership Weyand, Fred C. / (Fred Carlton) / 1916-2010 / Military leadership Weyand, Fred C. 1916-2010 (DE-588)144041324 gnd Abrams, Creighton W. 1914-1974 (DE-588)119112213 gnd Westmoreland, William C. 1914-2005 (DE-588)119059002 gnd United States / Army / Reorganization / History / 20th century United States / Army Training and Doctrine Command / History / 20th century United States / Army / History USA Army Training and Doctrine Command (DE-588)5137838-3 gnd Strategic culture / United States Organizational change Organizational effectiveness Civil-military relations / United States Military doctrine / United States Army transformation Geschichte Reorganisation (DE-588)4115744-8 gnd Militär (DE-588)4039305-7 gnd |
| subject_GND | (DE-588)144041324 (DE-588)119112213 (DE-588)119059002 (DE-588)5137838-3 (DE-588)4115744-8 (DE-588)4039305-7 (DE-588)4078704-7 |
| title | An army transformed the U.S. Army's post-Vietnam recovery and the dynamics of change in military organizations |
| title_auth | An army transformed the U.S. Army's post-Vietnam recovery and the dynamics of change in military organizations |
| title_exact_search | An army transformed the U.S. Army's post-Vietnam recovery and the dynamics of change in military organizations |
| title_full | An army transformed the U.S. Army's post-Vietnam recovery and the dynamics of change in military organizations Suzanne C. Nielsen |
| title_fullStr | An army transformed the U.S. Army's post-Vietnam recovery and the dynamics of change in military organizations Suzanne C. Nielsen |
| title_full_unstemmed | An army transformed the U.S. Army's post-Vietnam recovery and the dynamics of change in military organizations Suzanne C. Nielsen |
| title_short | An army transformed |
| title_sort | an army transformed the u s army s post vietnam recovery and the dynamics of change in military organizations |
| title_sub | the U.S. Army's post-Vietnam recovery and the dynamics of change in military organizations |
| topic | Westmoreland, William C. / (William Childs) / 1914-2005 / Military leadership Abrams, Creighton W. / (Creighton Williams) / 1914-1974 / Military leadership Weyand, Fred C. / (Fred Carlton) / 1916-2010 / Military leadership Weyand, Fred C. 1916-2010 (DE-588)144041324 gnd Abrams, Creighton W. 1914-1974 (DE-588)119112213 gnd Westmoreland, William C. 1914-2005 (DE-588)119059002 gnd United States / Army / Reorganization / History / 20th century United States / Army Training and Doctrine Command / History / 20th century United States / Army / History USA Army Training and Doctrine Command (DE-588)5137838-3 gnd Strategic culture / United States Organizational change Organizational effectiveness Civil-military relations / United States Military doctrine / United States Army transformation Geschichte Reorganisation (DE-588)4115744-8 gnd Militär (DE-588)4039305-7 gnd |
| topic_facet | Westmoreland, William C. / (William Childs) / 1914-2005 / Military leadership Abrams, Creighton W. / (Creighton Williams) / 1914-1974 / Military leadership Weyand, Fred C. / (Fred Carlton) / 1916-2010 / Military leadership Weyand, Fred C. 1916-2010 Abrams, Creighton W. 1914-1974 Westmoreland, William C. 1914-2005 United States / Army / Reorganization / History / 20th century United States / Army Training and Doctrine Command / History / 20th century United States / Army / History USA Army Training and Doctrine Command Strategic culture / United States Organizational change Organizational effectiveness Civil-military relations / United States Military doctrine / United States Army transformation Geschichte Reorganisation Militär USA |
| work_keys_str_mv | AT nielsensuzannec anarmytransformedtheusarmyspostvietnamrecoveryandthedynamicsofchangeinmilitaryorganizations AT strategicstudiesinstitutecarlislebarrackspa anarmytransformedtheusarmyspostvietnamrecoveryandthedynamicsofchangeinmilitaryorganizations |