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Book/Printed Material An army transformed : the U.S. Army's post-Vietnam recovery and the dynamics of change in military organizations United States Army's post-Vietnam recovery and the dynamics of change in military organizations / US Army's post-Vietnam recovery and the dynamics of change in military organizations

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Title

  • An army transformed : the U.S. Army's post-Vietnam recovery and the dynamics of change in military organizations

Other Title

  • United States Army's post-Vietnam recovery and the dynamics of change in military organizations
  • US Army's post-Vietnam recovery and the dynamics of change in military organizations

Summary

  • "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.

Names

  • Nielsen, Suzanne C.
  • Army War College (U.S.). Strategic Studies Institute

Created / Published

  • Carlisle, PA : Strategic Studies Institute, U.S. Army War College, [2010].

Contents

  • 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.

Headings

  • -  Abrams, Creighton W.--(Creighton Williams),--1914-1974--Military leadership
  • -  Westmoreland, William C.--(William Childs),--1914-2005--Military leadership
  • -  Weyand, Fred C.--(Fred Carlton),--1916-2010--Military leadership
  • -  United States.--Army Training and Doctrine Command--History--20th century
  • -  United States.--Army--History
  • -  United States.--Army--Reorganization--History--20th century
  • -  Civil-military relations--United States
  • -  Military doctrine--United States
  • -  Organizational change
  • -  Organizational effectiveness
  • -  Strategic culture--United States
  • -  Army transformation

Notes

  • -  "September 2010."
  • -  PDF acquired via web archiving
  • -  Includes bibliographical references (pages 49-61).
  • -  Description based on print version record; resource not viewed.

Medium

  • 1 electronic resource (viii, 61 pages)

Call Number/Physical Location

  • UA25

Digital Id

Library of Congress Control Number

  • 2023692239

Access Advisory

  • Unrestricted online access

Online Format

  • image
  • pdf

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Citations are generated automatically from bibliographic data as a convenience, and may not be complete or accurate.

Chicago citation style:

Nielsen, Suzanne C, and U.S.. Strategic Studies Institute Army War College. An army transformed: the U.S. Army's post-Vietnam recovery and the dynamics of change in military organizations. [Carlisle, PA: Strategic Studies Institute, U.S. Army War College, 2010] Pdf. https://www.loc.gov/item/2023692239/.

APA citation style:

Nielsen, S. C. & Army War College, U. S. S. S. I. (2010) An army transformed: the U.S. Army's post-Vietnam recovery and the dynamics of change in military organizations. [Carlisle, PA: Strategic Studies Institute, U.S. Army War College] [Pdf] Retrieved from the Library of Congress, https://www.loc.gov/item/2023692239/.

MLA citation style:

Nielsen, Suzanne C, and U.S.. Strategic Studies Institute Army War College. An army transformed: the U.S. Army's post-Vietnam recovery and the dynamics of change in military organizations. [Carlisle, PA: Strategic Studies Institute, U.S. Army War College, 2010] Pdf. Retrieved from the Library of Congress, <www.loc.gov/item/2023692239/>.