Changing Interagency Culture

Abstract

Abstract : The American war experiences from Vietnam through Afghanistan and Iraq demonstrate a desire for the U.S. government to combine the capabilities of the Department of Defense (DoD) with other governmental agencies (OGA) to achieve cohesive and seamless whole-of-government, or interagency, solutions to operational problems. While top-down guidance within the DoD clearly articulates the need for such cooperation -- as evidenced by the existence of Provincial Reconstruction Teams, Joint Interagency Task Forces, and Joint Interagency Coordination Groups -- the DoD also needs a bottom-up approach to grow a culture that better understands the challenges of harnessing the potential of interagency solutions. The best way to breed that cultural change is by changing Joint Professional Military Education (JPME) Phase I and increasing DoD-OGA exchange opportunities. Structure and content changes to JPME Phase I have the potential to significantly increase OGA throughput (up to threefold) and, correspondingly, lead to greater exposure and understanding of each other's culture and capabilities. Similarly, by increasing opportunities for DoD members to work alongside OGA peers via exchange opportunities -- before needing that experience in an operational environment -- DoD and OGA would accelerate the growth of insights into the other's culture and capabilities. Just like the DoD's experience in growing a joint culture, over time, this new education-based and exchange-based approach will grow a lasting and more effective interagency culture throughout the U.S. government.