Description Details
The basic hypothesis explored in this paper is that organizational culture and institutional agendas significantly affected the rise and fall of the Twenty-third Air Force. The significance of this research effort is clear considering the 1 October 2003 merger of Combat Search and Rescue (CSAR) and AFSOF under the aegis of the Air Force Special Operations Command (AFSOC). In light of recent events, this study’s ultimate goal is to provide a preview of how culture may affect AFSOC’s endeavors to strengthen CSAR capabilities. By studying the past, this paper looks for glimpses into the future....

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1 INTRODUCTION . . . . . . . . . . . . . . . . . . .1 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 2 UNDERSTANDING ORGANIZATIONAL CULTURE . . . . . . . . . . . . . . . . . . . . . . . . 5 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . .22 3 HERITAGE AND CULTURE OF AIR FORCE SPECIAL OPERATIONS FORCES . . . . . . . . . .29 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . .53 4 HERITAGE AND CULTURE OF AIR RESCUE . . . . . . . . . . . . . . . . . . . . . . . . . .67 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . .91 5 ORGANIZATIONAL CHANGE: THE RISE OF THE TWENTY-THIRD AIR FORCE . . . . . .101 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . 126 6 ORGANIZATIONAL CHANGE: THE FALL OF THE TWENTY-THIRD AIR FORCE . . . . .137 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . 159 7 FROM THE PAST, THE FUTURE . . . . . . . . 171 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . 179 APPENDIX: DESERT ONE ANALYSIS . . . . . . .183 ABBREVIATIONS . . . . . . . . . . . . . . . . . . . 195 BIBLIOGRAPHY . . . . . . . . . . . . . . . . . . . .199...

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Analysis of the percentage of men and women by commissioned years of service in the Air Force indicates that women separate prior to retirement more frequently than men. Having determined that women separate from the Air Force prior to retirement eligibility more often than men, Lt Col Laura DiSilverio wanted to find out why. The first chapter demonstrates why the Air Force needs women. It makes the demographic case and presents research results showing the value of diversity in general and the value of women leaders in particular. The second chapter presents the survey results, analyzes why women separate from the Air Force, and lists the types of programs that might retain them. The final chapter looks at the feasibility of implementing some programs that might help the Air Force retain more of its talented members....

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1 WHY THE AIR FORCE NEEDS WOMEN . . . . . 1 The War for Talent . . . . . . . . . . . . . . . . . . 2 The Value of Diversity . . . . . . . . . . . . . . . . 5 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 2 WHY WOMEN LEAVE . . . . . . . . . . . . . . . . 21 Hypotheses . . . . . . . . . . . . . . . . . . . . . . .22 Methodology . . . . . . . . . . . . . . . . . . . . . .24 Results . . . . . . . . . . . . . . . . . . . . . . . . . .27 Reasons for Leaving the Air Force . . . . . . . .27 Retention Measures . . . . . . . . . . . . . . . . .37 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . .39 3 USEFULNESS AND FEASIBILITY OF RETENTION MEASURES . . . . . . . . . . . . . . . 41 Home Basing . . . . . . . . . . . . . . . . . . . . . .42 Sabbatical/Break in Service Opportunity . . . 45 Permeability of Active-Reserve Barrier . . . . .49 Childbirth/Nursing Programs . . . . . . . . . . . 52 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . .56 CONCLUSION . . . . . . . . . . . . . . . . . . . . . 59...

Description Details
This brief study of the earliest American Airmen and their influence on the development of an air-minded culture is a work in progress.

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Present and future force presentation options include more than just the single air domain, for the presentation of Air Force operations now includes the air, space, and cyberspace domains....

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DISCLAIMER . . . .ii FUTURE OPERATOR SYMPOSIUM PROCEEDINGS Introduction/Background . . . .1 Methodology . . . .2 Determining the Future Operator Definition . . . . 5 Cross-domain Competencies . . . . 7 Cross-domain Force Development Path . . . .9 Force Development Paradigms . . . .18 Culture . . . .19 Summary . . . . .21...

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This study uses Brig Gen J. F. C. Fuller’s theory of war to investigate the motivation of pilots flying in combat. The study holds the physical and cognitive domains of war variables constant and analyzes the moral domain effects on pilot behavior....

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1 INTRODUCTION . . . . . . . . . . . . . . . . . . . 1 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 2 THE MORAL DOMAIN . . . . . . . . . . . . . . . .7 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . .15 3 METHODOLOGY . . . . . . . . . . . . . . . . . . .17 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 4 SURVEY RESULTS AND ANALYSIS . . . . . . . 25 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . .34 5 CONCLUSION . . . . . . . . . . . . . . . . . . . . 37 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . 40...

Description Details
Colonel Paul “P. J.” McAneny offers an analysis focused on aircraft maintenance but applicable to the entire force and recommends cultural changes to support lasting transformation. He examines the impact of metrics on transformation and evaluates the USAF aircraft maintenance culture. He asks several questions: Can focused metrics precede cultural change? Does the aircraft maintenance community support a Red Is Good culture, in which metrics are used to illuminate problems rather than measure success or failure? If so, is the community a true learning organization that can maximize its impact through continuous process-improvement initiatives? The answers lead Colonel McAneny to recommend several Air Force–level changes to meet long-term aircraft readiness and reliability targets....

Description Details
In this important study, Lt Col Daniel R. Simmons, USAF, argues that the United States Air Force (USAF) officer success in the twenty-first century will depend on a robust ethical and professional foundation based on Air Force core values. The Air Force has widely promulgated the following core values: “Integrity first, Service before self, and Excellence in all we do.” However, recently well publicized cases of core values failures among some Air Force officers suggest a crisis in character that threatens leadership effectiveness in the Air Force....

Description Details
To make the report useful to a potentially broad audience, team members set out to answer this question through a wide-ranging examination of the geopolitical, sociological, diplomatic, technological, and operational factors that shaped the characteristics and outcome of this particular air campaign....

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1 The Demise of Yugoslavia and the Destruction of Bosnia: Strategic Causes, Effects, and Responses . . . . . . . . . . . . 1 Dr. Karl Mueller 2 The Planning Background . . . . . . . . . . . 37 Lt Col Bradley S. Davis 3 US and NATO Doctrine for Campaign Planning . . . . . . . . . . . . . . . 65 Col Maris McCrabb 4 The Deliberate Force Air Campaign Plan . .87 Col Christopher M. Campbell 5 Executing Deliberate Force, 30 August–14 September 1995 . . . . . . . . . 131 Lt Col Mark J. Conversino 6 Combat Assessment: A Commander’s Responsibility . . . . . . . . . . . . . . . . . 177 Maj Mark C. McLaughlin 7 Assessing the Effectiveness of Deliberate Force: Harnessing the Political-Military Connection . . . . . . . . . . . . . . . . . . . . . . 189 Maj Mark C. McLaughlin 8 Aircraft Used in Deliberate Force . . . . . . . . 199 Lt Col Richard L. Sargent iii Chapter Page 9 Weapons Used in Deliberate Force . . . . . . . 257 Lt Col Richard L. Sargent 10 Deliberate Force Targeting . . . . . . . . . . . 279 Lt Col Richard L. Sargent 11 Deliberate Force Tactics . . . . . . . . . . . . 297 Lt Col Richard L. Sargent 12 Deliber...

Description Details
To lead the US Air Force into the future, it is necessary to understand the past and present nature of the force. With this in mind, Air Force leaders have always sought to arm members of the force with a basic knowledge and understanding of Air Force culture and history. This volume is a contribution to that ongoing educational process, but as the title states, this is only an introduction. The information provided here merely scratches the surface of the fascinating stories of the people, equipment, and operations of the Air Force. Topics that are covered here in only a few short paragraphs have been, and will continue to be the subject of entire books. We hope this volume will be a starting point and a reference work to facilitate your continuing study of aerospace power....

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DISCLAIMER . . . . . . . . . . . . . . . . . . . . . . . ii FOREWORD . . . . . . . . . . . . . . . . . . . . . . . .v EXECUTIVE SUMMARY . . . . . . . . . . . . . . . . vii 1 THE USAF TODAY . . . . . . . . . . . . . . . . . . 1 2 FRAMING THE QUESTION . . . . . . . . . . . . . 3 3 THE CURRENT FIGHT . . . . . . . . . . . . . . . .5 Irregular Warfare: Winning the Long War . . . 6 Air Mobility . . . . . . . . . . . . . . . . . . . . . . . . 9 Strategic Communication: Spreading the Word . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Culture and Language in the Expeditionary Air Force . . . . . . . . . . . . . . . . . . . . . . . . . 11 Distributed Planning: The Key to Centralized Control . . . . . . . . . . . . . . . . . . . . . . . . . .13 Unmanned Aerial Systems: The Air Force in Transition . . . . . . . . . . . . . . . . . . . . . . . . 16 Intelligence Reform: The Secondary Effects of Merging Intelligence with Surveillance and Reconnaissance . . . . . . . . . . . . . . . . . . . .18 The Total Force in Transition . . . . . . . . . . . 20 Air Base Disaster Planning: Contingency Operations . . . . . . ....

Description Details
During the Cold War, the Air Force had a fairly easy time explaining its mission to the American public. It also had a coherent public affairs structure to help execute that mission. The new threat environment in the aftermath of the 9/11 attacks, combined with steep personnel cuts to its public affairs community, have dramatically altered the communication challenge for the Air Force. To effectively operate in this new climate with an emphasis on strategic communication, the Air Force has tinkered with a few organizational models to strengthen the communication function....

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DISCLAIMER . . . . . . . . . . . . . . . . . . . . . . .ii FOREWORD . . . . . . . . . . . . . . . . . . . . . . . v INTRODUCTION . . . . . . . . . . . . . . . . . . . .1 A BRIEF HISTORY OF STRATEGIC COMMUNICATION . . . . . . . . . . . . . . . . . . .2 AIR FORCE STRATEGIC COMMUNICATION EFFORTS . . . . . . . . . . . . . . . . . . . . . . . . 8 AN ALTERNATIVE MODEL: US NAVY PUBLIC AFFAIRS . . . . . . . . . . . . . . . . . . . 24 RECOMMENDATIONS FOR AIR FORCE COMMUNICATION EFFORTS . . . . . . . . . . . .29 NOTES . . . . . . . . . . . . . . . . . . . . . . . . . . 35...

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With the ending of the Cold War, the apparent conclusion of many political leaders of states that war is hardly a practical tool of statesmanship, and the recent preoccupations of the American military on counterinsurgency, some people have wondered whether the original reasons for the founding of a separate air force are any longer valid. The original argument for the autonomous air force was that its Airmen would be the only ones whose perception was concentrated on the global level. The conclusion is therefore that the argument remains valid that a service with consistent culture focused on the problems of global vigilance, global reach, and global power is a fundamental requirement for United States national security. Only an organization made up of Airmen whose indoctrination from the start of their service is concentrated on a global outlook can satisfy that requirement. ...

Description Details
Air Force Smart Operations for the Twenty-first Century (AFSO 21) is the Air Force’s initiative to recapitalize funds by maximizing value and minimizing waste in operations. This paper identifies potential failure points associated with the changing Air Force culture. Overall, the Air Force’s change plan appears to be proceeding according to schedule. However, it does not appear that the Air Force is adequately planning for a long-term sustainment of AFSO 21. There is still time for Air Force senior leadership to correct the system’s alignment and put AFSO 21 on track for long-term sustainment. A culture of continuous process improvement will take root once the Air Force leadership fully commits to AFSO 21....

Description Details
Lt. Col. J. Reggie Hall’s Agile Combat Support Doctrine and Logistics Officer Training: Do We Need an Integrated Logistics School for the Expeditionary Air and Space Force? examines the evolution of USAF logistics doctrine, the linkage between doctrine, strategy, tactics, and training programs, and the corresponding application of logistics employment and sustainment functions in a deployed environment. In doing so, he analyzes the USAF’s diverse logistics officer training programs to determine if there is a deficiency in interdisciplinary logistics employment and sustainment training. He ascertains whether or not that training shortfall reveals a gap between USAF logistics doctrine and expeditionary air and space force combat strategy. His study also investigates the USAF transition to the air and space expeditionary force (AEF) operational employment concept as the force projection mechanism for the expeditionary air and space force and the reliance on ACS as the primary enabler to identify specific areas here the absence of integrated logistics training impacts or potentially degrades mission success....

Description Details
As leaders at all levels, our Airmen must be able to anticipate and appropriately respond to a complicated and fluid national security environment. Developing such Airmen will require stronger commitments to education and training on the part of the learner to the point where learning never stops. Fostering this highly favorable attitude toward learning is possible only if Air Force education and training programs address learners’ goals, motivations, social interactions, and individual learning styles. This means the Air Force needs a stronger focus on affective learning during the instructional design (ID) process for education and training....

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Formative Years in Total War . . . . . . . . . . . 1 Notes . . . . . . . . . . . . . . . . . . . . . . 18 2 Marketing A Vision (1945–53) . . . . . . . . .27 Notes . . . . . . . . . . . . . . . . . . . . . . 46 3 Curtis E. LeMay and the Rise of the Strategic Air Command (1948–57) . . . . . . . . . . . . . 55 Notes . . . . . . . . . . . . . . . . . . . . . . 89 4 The Apogee of Strategic Air Command and the Missile Challenge (1961–62) . . . . 103 Notes . . . . . . . . . . . . . . . . . . . . . . 125 5 Flexible Response and the Ossification of the Senior Absolutists (1963–65) . . . . . 133 Notes . . . . . . . . . . . . . . . . . . . . . . 152 6 Absolutists and the Frustration of Airpower in Vietnam (1964–69) . . . . . . . . . . . . . . 157 Notes . . . . . . . . . . . . . . . . . . . . . . 177 7 The Vindication of Airpower and the Rise of the Fighter Community (1965–72) . . . . 185 Notes . . . . . . . . . . . . . . . . . . . . . . 204 8 Changing of the Guard: The Rise of the Fighter Generals (1973–82) . . . . . . 211 Notes . . . . . . . . . . . . . . . . . . . . . . 228 9 Conclusion . . . . . . . . . . . . . . . . . ...