Unity in Struggle: The Challenge of Integration vs. Assimilation and the Issue of Othering
In an effort to bridge the gap between military and civilian personnel, a series of strategies have been proposed to enhance integration and reduce cultural barriers. These recommendations, based on evidence and best practices, aim to address the 'othering' phenomenon – the psychological and cultural distancing between military and civilian personnel.
### Culture and Communication
To foster better understanding and mutual respect, it is crucial to provide cultural sensitivity and awareness training for both military and civilian personnel. This training can help individuals grasp each other's cultures, operational norms, and value systems, thereby mitigating misunderstandings.
Clear communication channels and protocols are also essential for ensuring both groups are aligned on goals, priorities, and expectations. Joint training and exercises can further facilitate regular interaction, fostering familiarity, trust, and collaborative problem-solving.
### Structural and Operational Integration
Embedded advising and collaboration, where civilians are integrated into military units and vice versa, can ensure ongoing interaction and shared responsibility for outcomes. Institutional reforms, such as revised personnel policies, career progression pathways, and recognition systems, can encourage and reward cross-functional collaboration, lessening institutional biases.
Operational flexibility allows for cross-domain collaboration, leveraging civilians’ specialized expertise in areas like logistics, IT, and administration alongside military operational needs.
### Addressing Organizational Learning and Retention
Investing in continuing education, particularly for military officers, can broaden their understanding of fields where civilians excel. Creating mechanisms to capture and transfer the nuanced, experience-based knowledge that civilians bring ensures it is not lost but instead integrated into the organization’s routines and procedures.
### Mitigating ‘Othering’ Through Leadership and Incentives
Senior leaders must visibly champion integration, setting the tone for the organization and holding personnel accountable for inclusive behaviour. Rewarding teams and individuals who demonstrate effective civilian-military integration and recognizing cross-functional achievements can further incentivize collaboration.
Regularly assessing the state of integration through surveys, focus groups, and performance metrics, using results to refine strategies and address persistent issues, is also crucial.
Despite these strategies, integration is often hindered by deep-seated cultural differences, mistrust, and institutional inertia. Successful change typically occurs when 'culture entrepreneurs' within the organization intentionally leverage points of congruence between military and civilian cultures, rather than attempting to erase differences. Real, sustainable integration requires patience, sustained leadership, and a willingness to address both the symbolic and practical dimensions of military culture.
The Department of Defense (DoD) employs approximately 890,000 civilians, making it the fourth largest employer of civilians in the world. To attract the next potential workforce, particularly from Generation Z, the value proposition must consider work culture as crucial as other drivers of recruitment. A 2021 report by the National Security Commission on Artificial Intelligence identified the talent deficit as the most significant challenge to technological dominance.
Negative perceptions towards civilians by some military members can result in a toxic and hostile working environment, as demonstrated by vocal animosity on platforms like Reddit. Negative interactions between civilians and military personnel, particularly at the formative stages, can create a group narrative that influences the overall relationship dynamic. In 2023, only one service, the Marine Corps, expects to meet its recruiting goals, indicating a declining recruitment trend.
The loss of recruitment for both civilians and military due to othering creates a national security dilemma, especially as the DoD modernizes and the need for technical talent increases. Small-scale, incremental approaches, such as the Small Steps model used by the Office of the Director of National Intelligence, may be more effective in building workplace diversity and improving civ-mil integration.
Rapid advances in technology have increased the need for civilians who provide technical skills in fields such as space, cyber, medical, and logistics. The recommended shift is not organizational or policy-oriented, but cognitive. Microlevel and early-stage integration failures at lower levels of the military can set in motion a series of long-lasting negative feelings between groups, driving othering.
Othering, or the perception of one group as distinct or superior to another, is a common human phenomenon and is linked to the desire to belong to a group. A cultural phenomenon of othering occurs within military formations, establishing a hierarchy based on perceived superiority. A mindset shift is necessary for military leaders to embrace cultural change, which requires top-down support and emphasis.
The ratio of civilians and contractors to uniformed service members in the DoD is at near-historic highs. The future workforce is less likely to be swayed by performative acts and will watch leaders' actions rather than listen to their words. To attract and retain top talent, it is essential to prioritise integration and create an inclusive, collaborative work environment.
- To mitigate cultural barriers between military and civilian personnel, civilians and military officers need to participate in cultural sensitivity training.
- Open and clear communication channels and protocols should be established to ensure alignment on goals and expectations.
- Embedded advising and collaboration, with civilians working directly with military units and vice versa, can facilitate better cross-functional collaboration.
- Operational flexibility, where civilians' expertise in areas like logistics, IT, and administration is leveraged alongside military operational needs, can lead to more effective outcomes.
- Continuing education and the capture and transfer of nuanced, experience-based knowledge from civilians can help reduce knowledge gaps and promote organizational learning.
- Addressing organizational integration through leadership, incentives, and regular assessments can foster a sentiment of inclusivity and collaboration across both civilian and military teams.
