Limitations Of Micro And Macro Solutions To The Simulation Interoperability Challenge: An Ease Case Study

This thesis explored the history of military simulations and linked it to the current challenges of interoperability. The research illustrated the challenge of interoperability in integrating different networks, databases, standards, and interfaces and how it results in U.S. Army organizations constantly spending time and money to create and implement irreproducible Live, Virtual, and Constructive (LVC) integrating architectures to accomplish comparable tasks. Although the U.S. Army has made advancements in interoperability, it has struggled with this challenge since the early 1990s. These improvements have been inadequate due to evolving and growing needs of the user coupled with the technical complexities of interoperating legacy systems with emergent systems arising from advances in technology. To better understand the impact of the continued evolution of simulations, this paper mapped Maslow\u27s Hierarchy of Needs with Tolk\u27s Levels of Conceptual Interoperability Model (LCIM). This mapping illustrated a common relationship in both the Hierarchy of Needs and the LCIM model depicting that each level increases with complexity and the proceeding lower level must first be achieved prior to reaching the next. Understanding the continuum of complexity of interoperability, as requirements or needs, helped to determine why the previous funding and technical efforts have been inadequate in mitigating the interoperability challenges within U.S. Army simulations. As the U.S. Army\u27s simulation programs continue to evolve while the military and contractor personnel turnover rate remains near constant, a method of capturing and passing on the tacit knowledge from one personnel staffing life cycle to the next must be developed in order to economically and quickly reproduce complex simulation events. This thesis explored a potential solution to this challenge, the Executable Architecture Systems Engineering (EASE) research project managed by the U.S. Army’s Simulation and Training Technology Center in the Army Research Laboratory within the Research, Development and Engineering Command. However, there are two main drawbacks to EASE; it iv is still in the prototype stage and has not been fully tested and evaluated as a simulation tool within the community of practice. In order to determine if EASE has the potential to reduce the micro as well as macro interoperability, an EASE experiment was conducted as part of this thesis. The following three alternative hypothesis were developed, tested, and accepted as a result of the research for this thesis: Ha1 = Expert stakeholders believe the EASE prototype does have potential as a U.S. Army technical solution to help mitigate the M&S interoperability challenge. Ha2 = Expert stakeholders believe the EASE prototype does have potential as a U.S. Army managerial solution to help mitigate the M&S interoperability challenge. Ha3 = Expert stakeholders believe the EASE prototype does have potential as a U.S. Army knowledge management solution to help mitigate the M&S interoperability challenge. To conduct this experiment, eleven participants representing ten different organizations across the three M&S Domains were selected to test EASE using a modified Technology Acceptance Model (TAM) approach developed by Davis. Indexes were created from the participants’ responses to include both the quality of participants and research questions. The Cronbach Alpha Test for reliability was used to test the reliability of the adapted TAM. The Wilcoxon Signed Ranked test provided the statistical analysis that formed the basis of the research; that determined the EASE project has the potential to help mitigate the interoperability challenges in the U.S. Army\u27s M&S domains

Best Practices in Ethical Leadership (Chapter Seven of The Practice of Leadership)

Excerpt: The arrival of the new millennium brought with it a tsunami of corporate scandals. Just as the publicity from one wave of discredited companies (Enron, World Com, Tyco, Adelphia) subsided, another wave rose to take its place (Health South, Strong Mutual Funds), only to be followed by yet another (Fannie Mae, AIG Insurance). All of these cases of moral failure serve as vivid reminders of the importance of ethical leadership. In every instance, leaders engaged in immoral behavior and encouraged their followers to do the same

Militarization And Modern Gaming: An Analysis Of The Relationship Of The Military And The Video Game Industry

This paper examines the influence of militarism and the military itself in modern video gaming. The military\u27s involvement includes developing its own, free of charge, video game title used as a recruitment tool, and training games used to desensitize new soldiers. Surrounding this direct involvement is a massive gaming industry that markets war and killing in the execution of the former in a realistic yet intensely glorified manner. The macro-cultural and societal implications of this phenomenon are explored

Spartan Daily, April 5, 1983

Volume 80, Issue 39https://scholarworks.sjsu.edu/spartandaily/7021/thumbnail.jp

Longwood Magazine 2010 Vol 09 No 02 Summer

https://digitalcommons.longwood.edu/alumni/1060/thumbnail.jp

Working with people to improve productivity and quality: A bibliography with indexes, 1984-1988

This bibliography contains 253 anotated references to reports and journal articles entered into the NASA scientific and technical information database 1984 to 1988

Terrain Representation And Reasoning In Computer Generated Forces : A Survey Of Computer Generated Forces Systems And How They Represent And Reason About Terrain

Report on a survey of computer systems used to produce realistic or intelligent behavior by autonomous entities in simulation systems. In particular, it is concerned with the data structures used by computer generated forces systems to represent terrain and the algorithmic approaches used by those systems to reason about terrain

To Transform a Culture: The Rise and Fall of the U.S. Army Organizational Effectiveness Program, 1970–1985

In the early 1970s, following a decade of social upheaval in the US and a traumatizing military defeat in Vietnam, a group of progressive army officers, armed with recent graduate degrees in the social and behavioral sciences, created a grass roots movement that soon led to the implementation of the largest organizational development program ever conducted. Wartime atrocities and chronic careerism in the Army officer corps, along with President Richard Nixon’s promise to create an All-Volunteer Force (AVF), opened up a window of opportunity for these progressives to promote transformational leadership theories grounded in humanistic psychology. In institutionalizing OD across the Army, these officers attempted to transform the leadership culture throughout the institution. However, various strategies employed to effect cultural change met with strong resistance from an officer corps that rejected the strong humanistic elements that characterized OD in the 1970s. Although institutionalization progressed with strong support from Army Chief of Staff (CSA) General Bernard Rogers, the program proved unsustainable once he vacated his position. By 1980, conservative views of leadership permeated the Army’s school system and its leadership doctrine. Concurrently, OD evolved in its theoretical application and shifted its emphasis from humanistic psychology to open systems. At that point, the Army OE Program was relegated to a far less priority and essentially became a process improvement mechanism. By 1985, a new CSA terminated the program. This is a history of the Army OE Program and the efforts of the progressive officers who implemented it. The electronic version of this Dissertation is at OhioLink ETD Center, www.ohiolink.edu/et

To Transform a Culture: The Rise and Fall of the U.S. Army Organizational Effectiveness Program, 1970–1985

In the early 1970s, following a decade of social upheaval in the US and a traumatizing military defeat in Vietnam, a group of progressive army officers, armed with recent graduate degrees in the social and behavioral sciences, created a grass roots movement that soon led to the implementation of the largest organizational development program ever conducted. Wartime atrocities and chronic careerism in the Army officer corps, along with President Richard Nixon’s promise to create an All-Volunteer Force (AVF), opened up a window of opportunity for these progressives to promote transformational leadership theories grounded in humanistic psychology. In institutionalizing OD across the Army, these officers attempted to transform the leadership culture throughout the institution. However, various strategies employed to effect cultural change met with strong resistance from an officer corps that rejected the strong humanistic elements that characterized OD in the 1970s. Although institutionalization progressed with strong support from Army Chief of Staff (CSA) General Bernard Rogers, the program proved unsustainable once he vacated his position. By 1980, conservative views of leadership permeated the Army’s school system and its leadership doctrine. Concurrently, OD evolved in its theoretical application and shifted its emphasis from humanistic psychology to open systems. At that point, the Army OE Program was relegated to a far less priority and essentially became a process improvement mechanism. By 1985, a new CSA terminated the program. This is a history of the Army OE Program and the efforts of the progressive officers who implemented it. The electronic version of this Dissertation is at OhioLink ETD Center, www.ohiolink.edu/et

The Federal Conference on Intelligent Processing Equipment

Research and development projects involving intelligent processing equipment within the following U.S. agencies are addressed: Department of Agriculture, Department of Commerce, Department of Energy, Department of Defense, Environmental Protection Agency, Federal Emergency Management Agency, NASA, National Institutes of Health, and the National Science Foundation