Jdc Case Study

When the JDOC was first formed we only had around 12 senior leaders mostly colonels and three Sergeants Major. The officers were a mixture of Army Soldiers and Air Guard Airmen, who had already taken command, reassigned as an interim assignment to retire, or who were waiting to take a position of increased responsibility. The Enlisted Soldiers were all full time staff employees who had volunteered to work with this group verses working on their normal Monday through Friday assigned duties. During the first meeting, you could see a group of very strong-minded individuals, who all had different ways of thinking. Most officers knew that it was up to the BG Silver to make the call on how we were to proceed. However, the COS, COL Rathburn, …show more content…
Planning, and training authority was given to the Operations Officer. The COS had control over the staff and the agenda, keeping in mind we had other organizational requirements to accomplish. Final decision-making approval resided with Commander, the BG Silver. We began to use the Army’s Military Decision Making Process, which was foreign process to the Air Guard officers. One recurring challenge that the group continued face is the diversity challenge of how the Air Guard operates verses how the Army Guard operates. One being the language barrier, which was always getting in the way. The Army has made using acronyms and art, and the Air Guard uses flight line terms that make it difficult to communicate both in writing and verbally. The other is organizational challenges of the five commands and processes that were not though of when going through this restructure. For example, the awards process. Because our awards regulations did not take into consideration a Joint Component, our Air Guard Commanders did not have the authority to approve awards without going through the LLC approval process. This is just one of the many processes that became disjointed during this