Accession Number:

ADA467573

Title:

Inhibiting Adaptation

Descriptive Note:

Corporate Author:

CARNEGIE-MELLON UNIV PITTSBURGH PA H J HEINZ III SCHOOL OF POLICY AND MANAGEMENT

Personal Author(s):

Report Date:

2002-06-01

Pagination or Media Count:

11.0

Abstract:

It is widely believed that whether we are talking about command and control teams, joint task forces or coalition forces, the organization must be adaptive. Unanticipated changes in mission, rapidly evolving technologies, intelligent and changing opponents, and so forth have created a need to create forces that can respond rapidly, accurately and can readily adapt to new situations. Over the past decade, progress has been made in understanding the set of factors that enable adaptation. If the opposing force can be made less adaptive, more predictable, more consistent then it will be easier to contain or constrain their activity. Consequently, it may be important to mitigate the adaptivity of the opposing force in order to minimize the need for both adaptability and high performance. Thus, we turn the question on its head and ask, How can we inhibit adaptation This paper reviews the findings on what makes organizations adaptive and provides suggestions for how to inhibit adaptation. A number of lessons learned about how to inhibit adaptiveness are presented.

Subject Categories:

  • Administration and Management
  • Command, Control and Communications Systems

Distribution Statement:

APPROVED FOR PUBLIC RELEASE