One Team, One Fight, One Organizational Identity...Or Not: The United States Air Force at a Turning Point.

摘要

The United States Air Force is in a constant search for its organizational identity. The occupation-based tribalism of the Service lends itself to multiple identities, while the lack of a common sense of what it means to be an Airman is at the root of the Air Force identity crisis. Organizational identity theory warns that multiple-identity organizations must be wary of developing an overall conflicted identity, which could lead to their dissolution. As the most dominant air, space, and cyberspace force in the history of the world, the U.S. Air Force must look both inward and outward through the lenses of identity, culture, and image to develop a more cohesive common organizational identity. Tribalism is not necessarily a negative force in the Air Force, and the Service s effective combat capabilities cannot be denied. Thus, the challenge for Air Force senior leaders is to develop a better organizational identity when it may seem as if nothing is wrong. The potential disequilibrium that may result through stagnation and a lack of critical self-diagnosis could lead to a less effective Air Force. While a common organizational identity for all Airmen may not be feasible, the analysis of identity at different levels and breaking down of communications barriers among the tribes can improve greatly the entire Service and ultimately make it a more effective fighting organization.