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Approaches for Strengthening Total Force Culture and Facilitating Cross-Component Integration in the U. S. Military

Author: Agnes Gereben Schaefer

Publisher:

Published: 2020-07-07

Total Pages: 132

ISBN-13: 9781977400086

While all U.S. military services have strived to achieve greater total force integration and a stronger total force culture across their active and reserve components, significant impediments limit the achievement of these objectives. Thus, the issue continues to capture the attention of policymakers who seek ways to overcome these impediments and facilitate greater integration. This priority has been addressed most recently by national commissions addressing the future of both the Army and the Air Force. While each of these sets of proposals provides ideas for enhancing integration and providing a greater total force culture, the proposals are neither complete nor fully reflective of all potentially relevant policies and practices. Further, the policy prescriptions are service specific and do not reflect broader insights that cut across services. Last, none of these efforts clearly define the desired purpose and end state for integration against which integration initiatives can be evaluated. For these reasons, a more comprehensive analysis is needed of policies and practices that can contribute to the ultimate objective of improving total force integration and achieving a total force culture. The objective of this study is to provide insights on policies that can foster cross-component integration and incentives for cross-component service that contribute to the most effective total force possible and benefit individual service members, as well as both the active and reserve components. The focus of this report is on factors that can increase cross-component knowledge and awareness, which contribute to achieving the larger goal of cross-component integration.

Total Defence Forces in the Twenty-First Century

Author: Joakim Berndtsson

Publisher: McGill-Queen's Press - MQUP

Published: 2023-12-15

Total Pages: 478

ISBN-13: 0228019419

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Total defence, as a concept, combines and extends military and civil defence: in a state of war or emergency, all social institutions mobilize to defend the state. Total defence forces, led by a diverse workforce of defence and security professionals, are critical to both national defence and international security goals. Total Defence Forces in the Twenty-First Century looks at the various groups that make up this workforce: members of the military’s regular force, reservists, defence civil servants, and contractors working for private military and security companies. When civilian staff and military personnel work towards a common goal, their distinct professional cultures and identities can make integration challenging. Despite the often high levels of partnership, underlying differences affect the quality of the collaboration and, ultimately, organizational and operational effectiveness. Defence ministries around the world are increasingly recognizing the importance of optimizing the ways in which they employ and integrate civilian and military personnel. This volume focuses on a critical question: what are the main challenges to workforce integration and collaboration, and how can such challenges be overcome to deliver the full potential of the total defence force? Together, scholars and practitioners provide some answers.

Review of Army Total Force Policy Implementation

Author: Ellen M. Pint

Publisher:

Published: 2018-02-09

Total Pages: 0

ISBN-13: 9780833098214

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This report reviews the implementation of the Army's Total Force Policy. The Army has made progress in integrating the Regular Army, Army National Guard, and U.S. Army Reserve, but budget constraints have limited implementation.

Integrating Active and Reserve Component Staff Organizations

Author: Laurinda L. Rohn

Publisher:

Published: 2019

Total Pages: 0

ISBN-13: 9780833098283

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A RAND Corporation study undertook a literature review and analysis of several case studies to examine factors that could increase the likelihood of success in integrating active and reserve component military staff organizations. The resulting best practices can serve as a framework for undertaking and assessing these integrations.

Factors to Consider in Blending Active and Reserve Manpower Within Military Units

Author: Harry Thie

Publisher: Rand Corporation

Published: 2007

Total Pages: 154

ISBN-13: 0833040030

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A 2002 Department of Defense (DoD) report stated that the military services developed or adopted many innovative approaches to unit structures and organization as force size changed and operational tempo increased. The report suggested that organizational concepts leading to a more flexible, capable force must be implemented more broadly to better capitalize on the capabilities and strengths of the reserve components. In particular, such organizational concepts include blending active component (AC) and reserve component (RC) workforces in military units. We define blending as any arrangement or event that brings active and reserve manpower together within organizations for a common purpose. At the organizational level where mission work is actually done, there is interest in workforce integration between the components.

Integration of the Armed Forces, 1940-1965

Author: Morris J. MacGregor

Publisher: e-artnow

Published: 2020-06-18

Total Pages: 628

ISBN-13:

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"In the quarter century that followed American entry into World War II, the nation's armed forces moved from the reluctant inclusion of a few segregated Negroes to their routine acceptance in a racially integrated military establishment. Nor was this change confined to military installations. By the time it was over, the armed forces had redefined their traditional obligation for the welfare of their members to include a promise of equal treatment for black servicemen wherever they might be. In the name of equality of treatment and opportunity, the Department of Defense began to challenge racial injustices deeply rooted in American society. For all its sweeping implications, equality in the armed forces obviously had its pragmatic aspects. In one sense it was a practical answer to pressing political problems that had plagued several national administrations. In another, it was the services' expression of those liberalizing tendencies that were permeating American society during the era of civil rights activism. But to a considerable extent the policy of racial equality that evolved in this quarter century was also a response to the need for military efficiency. So easy did it become to demonstrate the connection between inefficiency and discrimination that, even when other reasons existed, military efficiency was the one most often evoked by defense officials to justify a change in racial policy."_x000D_ Morris J. MacGregor, Jr., received the A.B. and M.A. degrees in history from the Catholic University of America. He continued his graduate studies at the Johns Hopkins University and the University of Paris on a Fulbright grant. Before joining the staff of the U.S. Army Center of Military History in 1968 he served for ten years in the Historical Division of the Joint Chiefs of Staff.

Integration in the Armed Services

Author: James C. Evans

Publisher:

Published: 1955

Total Pages: 20

ISBN-13:

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Strengthening U.S. Air Force Human Capital Management

Author: National Academies of Sciences, Engineering, and Medicine

Publisher: National Academies Press

Published: 2021-03-02

Total Pages: 289

ISBN-13: 0309678684

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The USAir Force human capital management (HCM) system is not easily defined or mapped. It affects virtually every part of the Air Force because workforce policies, procedures, and processes impact all offices and organizations that include Airmen and responsibilities and relationships change regularly. To ensure the readiness of Airmen to fulfill the mission of the Air Force, strategic approaches are developed and issued through guidance and actions of the Office of the Deputy Chief of Staff for Manpower, Personnel and Services and the Office of the Assistant Secretary of the Air Force for Manpower and Reserve Affairs. Strengthening US Air Force Human Capital Management assesses and strengthens the various U.S. Air Force initiatives and programs working to improve person-job match and human capital management in coordinated support of optimal mission capability. This report considers the opportunities and challenges associated with related interests and needs across the USAF HCM system as a whole, and makes recommendations to inform improvements to USAF personnel selection and classification and other critical system components across career trajectories. Strengthening US Air Force Human Capital Management offers the Air Force a strategic approach, across a connected HCM system, to develop 21st century human capital capabilities essential for the success of 21st century Airmen.

AC/RC Integration

Author: Dallas D., Dallas D Owens, Jr.

Publisher:

Published: 2001-10-01

Total Pages: 68

ISBN-13: 9781463657147

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The 30-year-old "Total Forces Policy" was designed to meet Cold War requirements; 10 years ago a total force policy remained important, but proved inadequate to meet the need for increased use of the reserve components (RC) in response to challenges posed by a smaller military, more diverse missions, and more frequent deployments. Since the mid-1990s, AC/RC integration programs and initiatives have successfully addressed many of the barriers to timely and effective mobilization and employment of a trained and ready reserve component. The current Army transformation, changing missions, and fiscal constraints will further redefine the role of the RC and the level of integration necessary to perform that role. The recommendations in this monograph suggest ways that the Army can ensure success in its future integration efforts, based on the transformation campaign plan; the evolution of the Army's vision of AC/RC integration; past and current efforts to achieve integration; accomplishments and failures of integration programs; and future integration issues for the transforming Army. These recommendations for supporting AC/RC integration during the transformation process and after the objective force is fielded follow four lines: (1) support and expand the most effective current programs while creating new programs; (2) avoid choosing roles and missions that segregate the force; (3) change the mobilization process to fit the transformed force; and (4) conduct periodic analyses to determine how the force is changing and the effects of that change on AC/RC integration. The most important of the specific recommendations are to (1) support the AC/RC Association Program and related activities, especially the Training Support XXI Program; (2) transform RC units, when possible, at the same time as their affiliated AC units are transformed; (3) support that portion of the Multivii component Units Program that research shows has an optimal chance of success and contributes to effective mission performance; (4) expand the Integrated Division Program; (5) in the context of mission specialization, avoid making any mission exclusively RC or AC when detrimental to the prestige or funding of a single component; (6) support Army Forces Command's changes to maximize the flexibility of the mobilization process; and (7) monitor the transformation process constantly for its impact on AC/RC integration and adjust as necessary to continue supporting an integrated Army.