Author: Dr James G Pierce
• an overarching desire for stability and control,
• formal rules and policies,
• coordination and efficiency,
• goal and results oriented, and
• hard-driving competitiveness.
Dr. Pierce recommends that the leaders of the Army profession initiate an organizational culture change effort. Specifically, he recommends changes to the more informal aspects of the professional development program, such as the less than lifelong commitment to the Army profession, the “up or out” personnel policy, and the officer evaluation system which may be creating an underlying assumption that failure will not be tolerated regardless of the circumstances. Those conditions all are representative of “theories-in-use” that are incongruent with the concept of professionalism. As a result of the current culture, senior leaders may be exercising an excessive degree of structured supervision which reinforces the culture of stability and control despite, the formal education system which attempts to teach the opposite. Therefore, it is not surprising that junior professionals learn to distrust their senior leaders and to then subsequently perpetuate the cycle of over-control, or depart the profession altogether.