A Call for Comprehensive Reform: The Pressing Need to Enhance the US Military’s Problem-Solving Culture

INTRODUCTION

Modern military operations face unprecedented complexities, requiring innovative solutions to ensure mission success. However, recurring human and organizational performance problems are costing lives and reducing the overall effectiveness of our military. Some of the more troubling recurring problems in the Department of Defense (DoD) include its acquisition and procurement programs, recruitment and retention, whistleblower protection, sexual harassment and assaults, the reintegration of veterans into civilian life, mental health support services, and suicide prevention programs. The inability to effectively address these and many other systemic recurring problems can be traced to a lack of the soft skills required to solve complex human and organizational problems in the modern work environment. This document advocates for a shift towards a modern problem-solving approach that will solve recurring problems and enhance the military’s adaptability, efficiency, and operational effectiveness.

SUICIDES ON THE USS GEORGE WASHINGTON

In April 2022, three sailors died by suicide on board the aircraft carrier USS George Washington (CVN 73). The Navy’s report documenting its investigation of the three suicides was issued six months later, in October 2022. At the heart of the report were 387 “Findings of Facts,” 33 “General Opinions,” and 38 “Recommendations.”

The investigation into the suicides on the USS George Washington showcases the fallacies and inefficiencies of the military’s current approach to solving human and organizational performance problems. The Navy’s method is to send a senior officer to gather facts, offer opinions, and then jump straight to recommendations. This approach bypasses the most fundamental aspect of solving complex problems: a holistic analysis of the evidence and related data—incorporating personal histories, workplace environments, and even command climate—followed by a causal analysis that uncovers the deep-seated root causes of the problem.

Department of the Navy Final Report:

INVESTIGATION INTO PROXIMATE CAUSES OF, AND ANY CORRELATION BETWEEN, THE DEATHS OF THREE GEORGE WASHINGTON (CVN 73) SAILORS ON OR ABOUT APRIL 2022

To add insult to injury, in their extensive (documented) reviews of the final report, senior officers and Flag Officers provided alterations based on their own (often biased) opinions, thereby tainting the final product.

In other complex operating environments—such as commercial nuclear power plants and the nuclear weapons complex—the Navy’s report on the three suicides would not withstand scrutiny and would be deemed unacceptable.

The investigation into the suicides aboard the USS George Washington reveals a deep lack of understanding of the fundamental principles required to address complex human and organizational performance (HOP) challenges in modern, high-stakes operating environments. This shortfall spans the entirety of the Department of Defense.

A comprehensive understanding of how to resolve HOP issues is critical for any modern organization. For the U.S. military, tackling these issues is particularly crucial, as they have far-reaching consequences for morale, efficiency, and warfighting capabilities. The costs associated with failing to address these problems effectively can be measured not only in financial terms but also in human suffering, compromised mission objectives, and a decline in overall military effectiveness.

The following is a brief list of recurring problems that the military has long struggled to solve, despite focused attention and the dedication of numerous resources—including congressional acts.

RECURRING PROBLEMS IN THE MILITARY

1. INEFFICIENT ACQUISITION AND PROCUREMENT PROCESSES

Inefficient acquisition and procurement processes in the U.S. military have led to cost overruns and delays in delivering crucial capabilities to service members. The F-35 Joint Strike Fighter (JSF) program, managed by the Department of Defense (DoD), is a prime example. Since its inception, the program has faced numerous setbacks, delays, and cost overruns.

A report by the Government Accountability Office (GAO, 2017) highlighted that the F-35 program experienced substantial cost overruns and schedule delays. The development cost of the F-35 increased by 43% from its initial 2001 estimate, and the program’s overall cost is now projected to exceed $1.5 trillion throughout its lifecycle (GAO, 2017). The report also identified software development challenges, technical problems, and insufficient testing as factors contributing to the program’s delays and escalating costs.

Another study by the RAND Corporation (Lorell et al., 2015) found that a primary reason for the F-35’s inefficiency was the concurrency approach, in which development and production occurred simultaneously. Although this method aimed to reduce the time to deliver the aircraft, it ultimately resulted in significant inefficiencies, as design changes were required even after production had already begun.

2. WHISTLEBLOWER PROTECTION

Whistleblower protection is a critical aspect of maintaining accountability and integrity within the United States military.

Such actions can create a chilling effect, discouraging others from coming forward with concerns and allowing misconduct to persist. The lack of whistleblower protection is particularly concerning as it may hinder the identification and resolution of serious problems within the military.

However, there have been instances where the military has not adequately protected whistleblowers, leading to retaliation and a lack of trust in reporting systems for those who raise concerns about wrongdoing or misconduct within the ranks. In some cases, military personnel who report misconduct or wrongdoing experience retaliation from their peers or superiors.

Retaliation may take various forms, including demotions, harassment, poor performance evaluations, or even threats to personal safety.

Investigations into whistleblower allegations are conducted by the Office of the Inspector General (OIG) in various military branches. While it is essential to recognize the efforts of the OIG to maintain accountability and investigate allegations of misconduct, there is evidence suggesting that their effectiveness could be improved. Here are a few examples illustrating areas where the OIG may be falling short:

Delays in Investigations: A 2015 report by the Government Accountability Office (GAO) found that the Department of Defense (DoD) OIG took, on average, 526 days to complete senior official misconduct investigations. The lengthy investigation process can erode trust in the system and create frustration for those involved (GAO-15-187).
Instances of retaliation against whistleblowers and a lack of trust in reporting systems indicate that the OIG may not be sufficiently protecting those who report misconduct. A 2015 survey conducted by the Merit Systems Protection Board (MSPB) revealed that 30% of DoD civilian employees who reported wrongdoing perceived experiencing reprisal, suggesting a need for improved whistleblower protection measures within the military.
Insufficient Oversight of Sexual Assault Cases: A 2013 report by the DoD’s Sexual Assault Prevention and Response Office (SAPRO) found that only 302 of the 3,374 sexual assault reports filed that year led to a court-martial conviction. This low conviction rate suggests that military OIGs and the overall investigative process may not be effectively handling these cases, potentially undermining confidence in the system.

3. SEXUAL HARASSMENT AND ASSAULT: A PERSISTENT PROBLEM

One primary example of recurring human-centric problems in the military is the prevalence of sexual harassment and assault.

Despite numerous initiatives, this issue continues to persist, with indicators showing a steady increase in sexual assault reports from 2007 to 2020 and continuing to this day. A lack of effective problem-solving skills has left military leaders unable to implement lasting change, resulting in a drain on resources and a continued erosion of trust within the ranks.

Furthermore, the Department of Defense’s (DoD) own data shows that despite increased reporting, conviction rates remain low (DoD SAPRO, 2019).

This indicates that the military’s current approach to addressing the problem is not working, and a lack of adequate problem-solving training is hindering progress in this area.

4. RECRUITMENT AND RETENTION

The US military has faced significant challenges in recruiting and retaining personnel in certain specialized fields, such as cybersecurity and linguistics. One of the primary obstacles the military faces in recruiting and retaining specialized personnel is competition with the private sector.

In fields like cybersecurity and linguistics, highly skilled professionals are in high demand, and private companies often provide more lucrative compensation packages and additional perks.

Another challenge in recruiting and retaining specialized personnel is the lack of targeted recruitment strategies. The military’s general recruitment efforts may not effectively reach potential candidates with the unique skills and expertise needed in fields such as cybersecurity and linguistics.

Moreover, the military may not be offering sufficient incentives and support to keep these specialized personnel engaged and committed to their careers within the armed forces.

5. HIGH ATTRITION RATES

Another recurring problem within the US military is high attrition rates, particularly during initial training phases. A report by the Government Accountability Office (GAO) found that between 2013 and 2018, attrition rates in the Army, Navy, and Marine Corps ranged from 23% to 34% during initial training (GAO, 2019).

The study identified a range of factors contributing to attrition, including inadequate preparation, injuries, and medical issues. The persistence of these issues and the military’s inability to effectively mitigate them are indicative of a poor problem-solving culture that fails to address the root causes of attrition. In 2021, the overall military attrition rate for the US was 45%, the second worse rate of all NATO countries. Only Hungary had a lower attrition rate at 52%, and Turkey had the lowest rate at 5%.

According to data from the Defense Manpower Data Center, the attrition rates for the US military in Fiscal Year 2021 were as follows:

Air Force: 33.2%
Navy: 40.4%
Coast Guard: 40.9%
Marine Corps: 43.8%
Army: 51.7%

6. MENTAL HEALTH SUPPORT FOR SERVICE MEMBERS

Another example is the ongoing challenge of mental health support for service members. According to a study by the RAND Corporation, an estimated 2.77 million service members had been deployed between 2001 and 2017, with 1.3 million having reported mental health concerns (Tanielian et al., 2018).

The inability to create a robust and responsive mental health support system has led to increased rates of suicide, post-traumatic stress disorder (PTSD), and other mental health issues. This, in turn, has required substantial investment in resources to address these issues, often with less than optimal outcomes.

7. REINTEGRATION OF VETERANS:

The reintegration of veterans into civilian life is a complex, human-centric issue that the United States military has faced challenges in addressing effectively. Many veterans struggle to find employment, access healthcare, and adapt to their new environment after leaving the service. Despite possessing valuable skills and experiences from their military service, veterans often struggle to translate these skills into the civilian job market.

Many veterans experience physical injuries, post-traumatic stress disorder (PTSD), and other mental health issues as a result of their service. However, navigating the Department of Veterans Affairs (VA) healthcare system can be complicated, and wait times for appointments can be lengthy. These difficulties can lead to financial instability, mental health issues, and a sense of disconnection from the civilian world.

8. FAMILY SUPPORT AND STABILITY

Military families face unique challenges due to the nature of service in the United States military. Service members often face Permanent Change of Station (PCS) moves every two to three years. Long deployments not only separate service members from their families for extended periods, but they also place a significant strain on relations.

Service members deployed to combat zones may face additional stressors, which can contribute to mental health issues, marital strain, and difficulties in reconnecting with family upon their return. These issues and the limited availability of support resources have become the hallmarks of military life, making it increasingly difficult for service members and their families to maintain stability and a healthy family dynamic.

These complex, human-centric issues highlight the military’s struggle to address the well-being and needs of those who serve and their loved ones.

GOVERNMENT EFFORTS TO ADDRESS THE ISSUES ARE NOT HAVING THE DESIRED RESULTS

These shortcomings are not due to a lack of effort or a lack emphasis on the part of our military’s leadership, or by a lack of attention from our law makers. In fact, there is evidence to the contrary.

Congress has addressed the issue of sexual assault in the military through the annual National Defense Authorization Act (NDAA). For instance, the NDAA for Fiscal Year 2020 (H.R. 2500) included a series of provisions aimed at improving the military’s response to sexual assault and harassment cases.
In response to the growing mental health crisis among veterans, Congress passed the Clay Hunt Suicide Prevention for American Veterans (SAV) Act in 2015 (H.R. 203). This legislation aimed to address the high rates of suicide among veterans by expanding access to mental health care services and enhancing the capacity and efficiency of the Veterans Crisis Line, among other initiatives.
Congress introduced the Military Family Stability Act in 2017 (S. 1790). This bipartisan legislation aimed to provide greater flexibility and support to military families during Permanent Change of Station (PCS) moves.

If nothing is done, we can expect recurring problems to continue to impact military organizations and their contractors, where serious cost overruns and significant problems persist for the same reasons (e.g., Freedom Class Littoral Combat Ships)

Traditional problem-solving approaches based on intuition and experience cannot be used on complex problems. What the DOD requires is a comprehensive reform of their methods to address these uniquely human challenges.

A Call for Comprehensive Reform of How Problems are Solved IN THE MILITARY

The United States military is in dire need of a complete transformation of their current approach to solving recurring human and organizational performance problems. The failure to address these costly, recurring issues has led to significant losses in human capital and military resources.

Our military, known for its prowess and global presence, faces a daunting set of recurring, complex, problems that require advanced problem-solving strategies that are empathetic to the modern warfighter and account for their highly complex training and operating environments: innovative and cutting-edge strategies and methods that can dramatically improve the military’s capability to solve human and organizational performance problems, which are in many cases much more difficult. To that end, the following suggestions are offered by the author, who served in the US Navy as an Officer of the Deck onboard ballistic nuclear submarines.

INTEGRATE DATA ANALYSIS WITH BEHAVIORAL ANALYSIS FOR Human AND ORGANIZATIONAL performance Issues

When faced with human and organizational problems, the DOD often relies on “experienced” personnel to use their judgement rather than proven methodologies. However, that approach has not prevented many of the recurring issues listed in this paper.

Human behaviors (good and bad) are driven by our value system and by what we humans believe to be true. External pressures created by our working environment can set up humans to fail. Understanding these dynamics has led us to a better model for evaluating human and organizational performance problems.

Modern models for solving these problems integrate data analysis with behavioral analysis. To get to the bottom of human problems, we must collect and analyze performance data that includes how personnel behaved (what happened) and compare it with policies and procedures (what should have happened). The goal is to use critical thinking to identify and performance gaps, which are symptomatic of deeper-seated root causes.

Once the data has been collected and analyzed, focus groups are used to conduct a causal analysis that includes the analysis of any at-risk behaviors and error-likely-situations. By focusing on the data and behaviors, we also remove the bias that is often injected by “experienced” personnel.

A rigorous causal analysis will identify the deepest-seated root causes that are the actual sources of costly, recurring issues and events. The final product will show cause and effect sequences that are defendable up to and including a court of law.

With an integrated approach, we eliminate the common mistake of simply focusing on the human errors that led to the problem or event, and instituting corrective actions that can best be described as “blame, shame and retrain.”

Corrective actions will be more effective when focused on eliminating root causes rather than band-aiding the symptoms.

USE A SYSTEMS-BASED APPROACH AND TAKE ADVANTAGE OF VIRTUAL WHITEBOARDS AND ARTIFICIAL INTELLIGENCE

To solve complex, human and organizational performance problems in today’s complex working environments requires a modern, holistic, systems-based approach. Organizations are systems with many moving parts working together towards a common goal. If the output of the system is not as expected, the system must be evaluated and not just the personnel in the system.

A systems-based approach also requiries cross-functional collaboration and communication, to tap into a diverse range of expertise and foster a culture of shared responsibility. Cross-collaboration is more possible than ever by taking advantage of virtual working environments such as whiteboards.

Data analysis can also benefit from the use of artificial intelligence, which can analyze data, spreadsheets, charts and graphs, to uncover performance weaknesses faster than humans. AI cannot replace the cause and effect analysis that must by conducted by trained facilitators in dynamic focus groups.

The end result will be an unbiased and defendable investigation that clearly shows how the latent organizational, programmatic and cultural weaknesses resulted in the behaviors that led to the costly recurring problems or events.

Invest in MODERN Problem-Solving Training

To dramatically improve how these challenges are evaluated, analyzed and addressed, the US military should invest in comprehensive and holistic problem-solving training for all personnel, including leaders at all levels.

A study by Zenger Folkman of 332,860 leaders found that “analyzes issues and solves problems” was the second most important soft skill for executives. But it was the #1 most important skill for middle managers.

This study underscores the need for training on critical thinking and complex problem-solving skills that include data analysis and cause and effect analysis.

By equipping military personnel with the tools and skills necessary to tackle human and organizational problems, the military can create a culture of proactive and effective problem solvers.

Critical thinking and complex problem-solving are skills essential for continuous improvement, which is necessary to keep up with our rapidly changing operating environment in all theaters of operation.

However, from the author’s own experience in the Navy, these skills are not being taught.

INTRODUCING

the world’s most advanced system for solving hop problems

The need for comprehensive reform of our military’s human and organizational performance (HOP) problem-solving capabilities could not be more urgent. The examples cited above are indicative of a poor problem-solving culture within the US military, which ultimately poses a threat to our ability to protect our citizens and to national security. Top priority should be given to replacing the longstanding (antiquated) tools, techniques, methods and methodologies with problem solving systems that were built in the modern era for the kinds of problems that the modern warfighter and their leadership are facing.

One such tool that has emerged in the last 5 years is BlueDragon, an Integrated Problem-Solving System. BlueDragon is the world’s most advanced system for solving complex, human and organizational problems in modern sociotechnical work environments.

The system was designed by a former Navy nuclear submarine officer to help the federal government agencies and their contractors solve their most complex and costly problems caused by humans and latent organizational and cultural weaknesses.

BlueDragon was developed specifically for modern highly technical operating environments such as commercial nuclear power plants, the US National Laboratories, the nuclear weapons complex, the military and the aerospace industry.

BlueDragon closes each of the gaps described in our “Call For Comprehensive Reform.”

A Holistic, Systems-based Approach

The BlueDragon methodology is focused on fostering critical thinking and empathy, data-driven analysis, and formulating unbiased, evidence-based questions that are the starting point for cause and effect analysis.

At the heart of the system are a number of key principles from Systems Theory, Lean and Agile, High Reliability Organizations, Lean Six Sigma, and many other scientific principles that have been integrated into a seamless approach.

The BlueDragon framework is scalable and used for solving tame, complex and even wicked problems. It is also used proactively as part Risk Management for threat analysis such that we can identify and address weaknesses and vulnerabilities in the defenses before they result in serious events or program failures.

Evaluation of Data and Behaviors Supported by Artificial Intelligence (AI)

The BlueDragon framework guides organizations through the process of gathering, organizing and analyzing performance data (what happened) against policies, procedures and strategies (what should have happened), to identify and evaluate performance gaps, which are symptomatic of deeper-seated causes. AI is used where possible to accelerate the process.

Qualitative and quantitative analysis is seamlessly conducted, along with a rigorous behavioral analysis of at-risk behaviors and error-likely situations where personnel were set up to fail by external pressures.

Through a disciplined and rigorous, data-driven approach, the organization will dramatically improve their chances of identifying and addressing complex and wicked problems. And addressing the true root causes of problems will prevent future recurrence.

Cross-Functional Collaboration and Communication

BlueDragon investigations and problem-solving efforts are led by trained practitioners that guide the affected organizations’ subject matter experts (SMEs) from various disciplines and perspectives. The system drives cross-functional collaboration and communication, tapping into a diverse range of expertise. The efficiency of the system also allows hundreds of SMEs to be brought to bear on the problem in a matter of days.

Modern Training Courses

BlueDragon training is available online, on-demand through a University-grade Learning Management System (LMS), and is being taught in mainstream academia at the Endicott College of Engineering. BlueDragon certification courses can be readily accessed through the BlueDragon LMS or incorporated into the curriculum at the various military colleges. For more information, click here.

SUMMARY

Modern warfighters find themselves in the middle of complex and highly technical operating environments; a pressure cooker that includes complex command and organizational structures, countless programs, policies and procedures, the ramp-up of big data and data analytics, the use of high tech equipment, and the ever-increasing cultural and behavioral norms that they are expected to navigate. These pressures have created difficult, complex, and even wicked recurring problems such as suicides, sexual assaults, and retention issues.

The United States military is struggling with these daunting, human and organizational performance problems that require effective problem-solving strategies—strategies that are specifically designed for the problems we find in modern times. However, evidence shows that the military lacks the skills and knowledge to properly tackle these modern, complex, and wicked problems.

The skills and knowledge gaps that are required to solve these kinds of problems can be closed through an overhaul of existing training programs for solving human-centric problems, and there is one system that was specifically created in just the past decade for solving complex, human and organizational performance problems in today’s modern work environments: BlueDragon’s Integrated Problem-solving System.

About BlueDragon

BlueDragon was developed out of necessity in 2015 by Rob De La Espriella, a Root Cause Analysis Subject Matter Expert from the commercial nuclear power industry and the US Nuclear Regulatory Commission.