CROSSING CULTURES
CW3 Bobby Sattazahn from the 173rd Infantry Brigade Combat Team (Airborne) purchases fruit from a local vendor during Central Accord 2014, a combined joint training exercise held in Cam- eroon and designed to sustain tactical proficiency, improve multi-echelon operations, and develop multinational logistical capabilities in an austere forward environment. Lessons learned indicate that using native language and observing cultural norms are predictors for mission success. (U.S. Army photo by SPC Jacob Hamby)
work teams depend on fluid commu- nication between teams, individuals, contractors and customers or clients. It is not enough that communication take place; the communication must be effec- tive. Be aware of the barriers to and facilitators of communication. Use clear and concise communication, as well as active listening.
Recommendation Management must actively engage the engineering workforce and the user com- munity and seek their input and advice. Tose in management must take care not to lose touch with the information grapevine: peer-to-peer information flow
at the design and user working level. Even those with the best of intentions to stay connected to their former col- leagues must take note that a managerial position elevates an individual above the day-to-day, word-of-mouth conversa- tion about what is working and what is not. Tose actively engaged in solving design issues have firsthand information about what is and is not effective, so it is advisable to pay attention to their con- cerns. Often, communication flow is hindered by a belief that management knows better than those in the trenches. And often, when input is sought from management, the response is not acknowledged.
LL_530: Avoid waste and confusion by keeping the workforce up to speed when it comes to program changes, through proactive analysis and infor- mation dissemination.
Background Dissemination of information was a continual problem. A better way was required to keep the workforce informed regarding program changes. Many times, personnel wasted time and resources by working from outdated information. Te method used to mitigate this problem must be available to all required work- force personnel, possibly with differing
ASC.ARMY.MIL 23
ACQUISITION
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148 |
Page 149 |
Page 150 |
Page 151 |
Page 152 |
Page 153 |
Page 154 |
Page 155 |
Page 156 |
Page 157 |
Page 158 |
Page 159 |
Page 160 |
Page 161
