Organizations frequently face surprises and how they react to them impacts their future prospects for success. WAR ROOM welcomes back Bob Bradford and Jeff Baker as they describe a new framework for understanding organizational response to surprise. They define four basic types of organizations based on how they react to surprises and then apply the framework to responses to the COVID-19 pandemic.
Tag Archives: organizational culture
THE TURMOIL OF IDENTITY CRISIS: SPECIAL FORCES ORGANIZATIONAL CULTURE
Organizational culture, on its face, is a relatively easy concept to understand; who “we” are as an organization is defined by the underlying beliefs, assumptions, and values – spoken and unspoken – held by the members, leadership and the organization as a whole. Truly understanding and identifying those beliefs, assumptions and values can be incredibly […]
THE BALANCING ACT FOR FEMALE OFFICERS
Meaningful progress will occur only when male leaders engage in deliberate and sustained efforts to change the culture and when the proportion of women increases more substantially. Although formal barriers to women’s participation across branches and specialties in the United States’ (U.S.) armed forces have been removed, women still comprise a relatively small percentage of […]
INCORPORATING ARTIFICIAL INTELLIGENCE: LESSONS FROM THE PRIVATE SECTOR
Also listen to a related presentation on this topic on A BETTER PEACE: The WAR ROOM Podcast! The biggest challenge for any company in incorporating AI is its organizational culture Through visible steps forward such as the publication of the Strategy on Artificial Intelligence (AI) and the establishment of the Joint Artificial Intelligence Center (JAIC), […]
HOW CHANGE OF FLAG OFFICER COMMANDERS IMPACT THEIR ORGANIZATIONS
Command at the strategic level is challenging. Commanders are leading large organizations that are regionally (even globally) distributed, perform a widely diverse range of missions and tasks, or are overseeing the execution of military campaigns. They must address both short-term mission accomplishment and the long-term needs of their organizations, services, or the joint force. But […]
KILLING THE ‘CULMINATING TRAINING EVENT’ CULTURE
General Milley has repeatedly declared that ‘Readiness is #1, and there is no other #1.’ And yet, a self-imposed cultural problem is inhibiting the sustainment of unit readiness over time. The Culminating Training Event Culture is a problem in the US Army that prevents units from sustaining higher states of readiness. It also hampers units […]