Deciding to Adapt Organizational Architecture: Facilitators and Inhibitors to Change

Proceedings for the 1998 Command and Control Research and Technology Symposium Command and Control for the Next Millenium June 29-July1, 1998 Naval Postgraduate School Monterey, California Track 1 ArchitecturesThe purpose of this paper is to examine the factors that contribute to the decision to initiate change in organizational structure. The Adaptive Architectures for Command and Control (A2C2) research in 1997 examined, in part, the willingness of planning groups to choose to operate in an organizational structure different from the one in which they had prior experience. The experiment involved nine six-person teams each simulating a "Joint Task Force" conducting a complex military operation involving land, sea and air assets. (See Benson et al. (1998) for details on the conduct of this experiment.) The data reported in this paper are derived from planning sessions conducted by each team in which they were to analyze and choose among three alternative organizational architectures. The focus of the analysis conducted is on the decision making processes and the criteria the planning groups used in comparing the alternative organizational structures. Theoretical models that define processes for diagnosing need for change as well as specific "driving" and "restraining" forces for change provide parameters for analyzing the decision process data

A diagnostic approach to building collaborative capacity in an interagency context

Federal Acquisition Reform has consistently called for more and better collaboration among participating organizations. Experience shows, however, that inter-organizational collaboration can be difficult at best. Our research focuses on imperatives of successful collaboration and aims to assist organizations in diagnosing their collaborative capacity. Based on prior research with homeland security organizations, we offer a model of inter-organizational collaborative capacity grounded in a systems perspective. We then identify enablers and barriers that contribute to collaborative capacity. A diagnostic process based on the established practices of organization development is offered to guide the design of tailored assessments of collaborative capacity. We present a comprehensive set of both interview and survey questions, based on our model, which can be used in creating a collaborative capacity audit. The ability to diagnose collaborative capacity encourages literacy around collaboration and assists leaders in determining mechanisms for developing their organization's collaborative capacity. Finally, we describe the future plans for validating these assessment tools.-- p. iv.Approved for public release; distribution is unlimited

Multimodal Information Sharing Team (MIST) – Port of Baltimore Industry and Public Sector Cooperation for Information Sharing

The Multimodal Information Sharing Team (MIST) is an evolution of the Maritime Information Sharing Taskforce that has been conducting workshops in domestic ports since 2008. The MIST provides a framework and process for the collaborative exploration of information sharing across the port multimodal community. The MIST emphasizes the private sector perspective to ensure that government stakeholders are leveraging this critical player in the sharing of all hazards threat information. The Program Manager for the Information Sharing Environment (PM-ISE) sponsored the Baltimore MIST. This report presents the results of an action planning workshop that involved over 30 local, state, and national public and private sector stakeholders in maritime security for the Port of Baltimore. It highlights the motivations for information sharing and the information needs of both public and private sector. It uses the Inter-Organizational Collaborative Capacity model to organize the analysis and recommendations for three aspects of information sharing: security-focused mechanisms, commerce-focused mechanisms, and technology mechanisms. The report concludes with a set of both immediate-term and long term actions that were identified by workshop participants. Through the MIST collaboration, the PM-ISE in partnership with National Maritime Intelligence-Integration Office (NMIO) will continue to work with the Baltimore area, supporting the on-going development of the Maritime Law Enforcement Information Network (MLEIN)

Industry and Public Sector Cooperation for Information Sharing Ports of Puget Sound

(MIST Puget Sound)This report presents the findings of the Maritime Information Sharing Taskforce (MIST) research effort for the Washington State Puget Sound ports. Using a participatory design approach, the researchers partnered with federal and commercial stakeholders to assess the information sharing needs of security personnel in this port region. The research design included an issues workshop, field studies of port personnel, and local networking events. The findings indicate the need for increased interagency collaboration in maritime domain awareness (MDA) and highlight local recommended practices and incentives for information sharing with the private sector. In addition, we gathered usability data on two federal policies/programs. The Maritime Information Sharing Taskforce (MIST) is an interagency effort to capture best practices in information sharing, create a structure for collaborative problem solving, and convey unique local issues to national policy makers. The MIST team is led by the Maritime Defense and Security Research Program (MDSRP) at the Naval Postgraduate School (NPS) in partnership with several federal agencies: the Maritime Administration (MARAD), the Office of Global Maritime Situational Awareness (OGMSA), Global Maritime and Air Intelligence Integration (GMAII), the U.S. Coast Guard (USCG), Customs and Border Protection (CBP), and Naval Cooperation and Guidance for Shipping (NCAGS). The MIST process consists of a series of activities that are designed to help us surface issues important to private sector shipping. Each local event builds upon lessons learned from earlier events and invites participants to join in on the design of specific activities

Interorganizational collaborative capacity: development of a database to refine instrumentation and explore patterns

Interorganizational collaborative capacity (ICC) is the capability of organizations (or a set of organizations) to enter into, develop, and sustain interorganizational systems in pursuit of collective outcomes. The objectives of the ICC research program are (1) to understand the success factors that lead to and the barriers that interfere with ICC; (2) to construct diagnostic methods and tools to assess these factors; and (3) to develop methods that contribute to the development of ICC in and among agencies and organizations. The research literature indicates that a major barrier blocking progress in understanding ICC is the absence of reliable, valid measures for the construct. This study addresses this problem. It presents the results of ICC scale development using samples of public sector, defense and security professionals from two areas: Homeland Defense and Security and Defense Acquisition and Contracting. The research presents scales that have very good to excellent internal consistency reliability and convergent validity. The report then applies the survey to create a profile and do a summary assessment of a major DoD Acquisition and Contracting organization's ICC. The survey factors are integrated into our ICC open systems model. The value of survey results in developing an organization's (or an organizational set's) current ICC is discussed, as are future research directions.Approved for public release; distribution is unlimited

An Investigation of ISR Coordination and Information Presentation Strategies to Support Expeditionary Strike Groups

12th ICCRTS, Adapting C2 to the 21st CenturyThis paper describes a planned experiment based on the combined research of the Adaptive Architectures for Command and Control (A2C2) and the Command-21 programs, both of which are sponsored by the Office of Naval Research. In line with the theme of this year’s symposium, “Adapting C2 to the 21st Century,” in this research we focus on the nexus of organizational design and information presentation strategies — both of which are undergoing dramatic changes in form and function within the US military. The formation of Expeditionary Strike Groups (ESGs) provides one example of the transformational vision provided in the Naval Operating Concept where Strike Groups offer the potential to revolutionize naval warfare in the littoral region. The ESG provides a flexible force package, capable of tailoring itself to accomplish a wide variety of mission sets. In this effort, we seek to explore how ESGs with alternative structures and processes, in this case specifically related to incorporation of an intelligence, surveillance, and reconnaissance (ISR) officer and different information presen-tation strategies, can affect performance and information flow in an information rich planning and execution environment

Inter-Organizational Innovations for Port Security

This report describes and analyzes inter-organizational innovations in port security. Inter-organizational collaboration has become increasingly recognized as a critical element of success in many complex and dynamic environments, including homeland defense and security. Two examples of inter-organizational innovations in maritime security are the Joint Harbor Operations Center (JHOC) concept that has been implemented in many major ports throughout the U.S., and the Maritime Unified Command (MUC) that is a more recent innovation implemented in San Diego, California. Brief summaries of the goals, structures, and operations of the JHOC and the MUC are presented and they are then analyzed using criteria from the literature on management innovations. These efforts exemplify successful innovations in organization design and management that have had positive impact on port and maritime security and provide models for future inter-organizational innovations.Contract number: N0001409WR30036.Approved for public release; distribution is unlimited

Autonomous vs. Interdependent Structures: Impact on Unpredicted Tasks in a Simulated Joint Task Force Mission

2000 Command and Control Research and Technology Symposium (CCRTS), June 11-13, 2000, Naval Postgraduate School, Monterey, CAThis simulation experiment is the latest in a series conducted by the Adaptive Architecture for Command and Control (A2C2) research team. The focus was to evaluate the relative performance to two organizational structures on tasks that varied in terms of complexity and predictability. One structure represented a more traditional, functional form with interdependent nodes. The second structure was derived from computer-modeling to reduce the need for coordination by creating fairly autonomous divisional units. Results from a previous A2C2 experiment suggested that the more autonomous, divisional structure, while outperforming the functional structure in planned mission tasks, could be less effective with complex unpredictable tasks. Organization theory argues that coordination capability is an important factor in an organization’s ability to respond to an uncertain and complex environment. The question examined in this research was whether the different degrees of coordination capability developed by these two structures would influence the performance and process outcomes for both predictable and unpredictable tasks. The results show only limited differences in the results for the two structures, though these are in the direction predicted above. However, a more consistent finding suggests that training and improved teamwork processes override structural differences in influencing performance outcomes. Implications to future research and training implications are discussed.This work was supported by both the Office of Naval Research, Cognitive and Neural Sciences Division, Adaptive Architectures for Command and Control (A2C2) and the Institute for Joint Warfare Analysis (IJWA) at the Naval Postgraduate School

Inter-Organizational Collaborative Capacity: A Conceptual Model and Measurement Tool

Fourth Annual Homeland Defense and Security Education Summit Georgetown University February 24-25, 201

Inter-organizational collaborative capacity: a diagnostic model

Powerpoint presentation for Knox TalksThe ability of organizations to enter into, develop, and sustain inter-organizational systems in pursuit of collective outcomes