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21
Speech Processing in Realistic Battlefield Environments (Le Traitement de la Parole en Environnement de Combat Realiste)
In: DTIC (2009)
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22
Applying A Formal Language of Command and Control For Interoperability Between Systems
In: DTIC (2008)
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23
Words Mean Things: The Case for Information System Attack and Control System Attack
In: DTIC (2008)
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24
A Sensemaking Visualization Tool with Military Doctrinal Elements
In: DTIC (2008)
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25
Towards Commanding Unmanned Ground Vehicle Movement in Unfamiliar Environments Using Unconstrained English: Initial Research Results
In: DTIC (2007)
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26
Common Navy Warfighting Display Symbology Implementation Guide
In: DTIC (2007)
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27
IkeNet: Social Network Analysis of E-mail Traffic in the Eisenhower Leadership Development Program
In: DTIC (2007)
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28
Intelligence and Technology. Joint Force Quarterly, Issue 46, 3rd Quarter 2007
In: DTIC (2007)
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29
Operational Command and Control in the Age of Entropy
In: DTIC (2007)
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30
Taking Joint Intelligence Operations to the Next Level
In: DTIC (2007)
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31
Tactical Digital Information Link-Technical Advice and Lexicon for Enabling Simulation (TADIL-TALES) II: Link 11/11B
In: DTIC (2006)
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32
The Grand Challenges of Command and Control Policy
In: DTIC (2006)
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33
Content Analysis of HUMINT Reports
In: DTIC (2006)
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34
Organizational Culture Challenges to Interagency and Intelligence Community Communication and Interaction
In: DTIC (2006)
Abstract: A significant factor contributing in many crises of the post-industrial era is the failure by the agencies making up the U.S. Government bureaucracy to communicate with each other. This failure is rooted strongly in the Government's organizational culture. This thesis paper examines the concept of organizational culture and its impact upon how the U.S. Government's Intelligence Community's agencies share information. It is this author's contention that both the overarching organizational culture of the Intelligence Community (IC) and the internal cultures of the agencies within it keep their members from sharing knowledge. Communication barriers exist because of the nature of the bureaucratic structures that gather, analyze, and distribute intelligence information in our government, and because of how members of the organizations forming the IC interact with one another. The barriers to cooperation and communication, however, can be torn down through the IC leadership's use of the tools of communication to modify the organizational culture to better coordinate the IC's interagency sharing of the fruits of their intelligence efforts. This exercise of leadership, backed by legislation for restructuring and directing and financing improved systems architecture enabling information sharing in the IC in particular, and the U.S. Government as a whole for that matter, can improve the effectiveness and efficiency of the agencies at the core of the fight in the Global War on Terror.
Keyword: *COMMUNICATIONS ARCHITECTURE; *GLOBAL COMMUNICATIONS; *MILITARY INTELLIGENCE; *STRATEGIC COMMUNICATIONS; Command; Control and Communications Systems; COOPERATION; CULTURE; DEFENSE PLANNING; IC(INTELLIGENCE COMMUNITY); INFORMATION EXCHANGE; LEADERSHIP; Military Intelligence; NETWORK ARCHITECTURE; SHARING; TERRORISM; THESES
URL: http://www.dtic.mil/docs/citations/ADA451234
http://oai.dtic.mil/oai/oai?&verb=getRecord&metadataPrefix=html&identifier=ADA451234
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35
The 2005 AFRL/HEC One-Speaker Detection Systems
In: DTIC (2006)
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36
Toward a Standard Rule Language for Semantic Integration of the DoD Enterprise
In: DTIC (2006)
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37
Measuring Situational Awareness through Analysis of Communications: A Preliminary Exercise
In: DTIC (2006)
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38
Successful Theater Missile Defense: Decentral Execution of National Priorities
In: DTIC (2006)
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39
Command of Coalition Operations in a Multicultural Environment: A Canadian Naval Niche? The Case Study of Operation Apollo
In: DTIC (2006)
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40
Development of a Ground Vehicle Maneuver Ontology to Support the Common Operational Picture
In: DTIC (2006)
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