In a message dated 95-11-26 21:22:16 EST, you write:
>I suspect that this much good stuff is not present in all military
>settings, but for the places where it *is* so strong, how does it happen?
>Are there lessons for business and other organizations from what we see
>here?
I boil it down to a few simple concepts, executed superbly:
1. A sense of mission being #1 and people being #2 and everything else
rating a #10 or higher. In most non-combat situations, actually, people
(welfare of the troops" as we called it) are #1. This yields a sense of
certainty that when "the chips are down" you can trust the other person's
*loyalty* to get you out of any jam if possible.
2. A shared hardship ritual. Shared hardship unites and yields a sense
of certainty that the other person has the *ability* to get you out of
that jam.
3. A rich oral and written tradition which offers epitomes of
"Marine-hood"
4. A general tolerance of criticism of the bureaucratic side of the Corps
and a genuine desire to improve this side of things.
5. On every Marine's fitness report, there is *THE MOST IMPORTANT BLOCK*
which must be checked. It reads something like:
"I would:
____ seek to serve
____ be willing to serve
or ____ seek NOT to serve
in combat with this Marine"
Knowing that people are number one most of the time but that mission is
number one overall; focusing most aspects of daily life on these two
important items; shared hardship which amounts to there being a stiff
"entry fee" on joining; holding up prime examples of what it is you want
(the epitome stories of individual Marine heroism); and allowing the
individual character and creativity of everyone, even when it briefly
channels into bitter criticism of bureacracy. These elements tend to
solidify a highly successful organization such as the Marine Corps.
Bits and pieces of this can be used anywhere, IMHO.
-- Hal Popplewell GaltJohn22@aol.com