There are several definitions and applications for organizational culture found within Army doctrine. Through synthesis of L100 readings, organizational culture is a set of institutional norms shared by its people who create a distinctive environment to observe, analyze, and act. Like organizational culture, L100 provides much source material, both literally and figuratively. Commander’s actions and examples model organizational climate which influence localized standards of conduct for his or her subordinates which can directly correlate to the health and sustainability of a unit.
The similarities between organizational culture and organizational climate within the Army are convergent since it is a virtue-based institution vis-a-vis Army Values. These values shared throughout culture and climate domains aid young Soldiers in further understanding of Army norms introduced during Basic Training while maintaining the moral compass of more experienced Soldiers performing leadership or management responsibilities. Furthermore, organizational culture and organizational climate share a purpose in developing peer-to-peer and leader-subordinate relationships so that innovative, yet disciplined, behavior leads to career progression and additional leadership opportunities. Lastly, Army leaders communicate their expectations of Army culture and climate through their actions and messages. This strategic communication effort reaches everyone in the institution or organization including families and supporting civilians.
Organizational culture and organizational climate differences are most obvious when viewed in terms of scope. Organizational culture refers to the Army institution and its associated norms expressed throughout the enterprise while organization climate refers to a particular unit, staff, or team. A commander’s charge, their courage, selfless service, and mentorship to aid his or her subordinates in achieving success which equates to organizational climate. The organizational culture of the Army and its inherent values system that is as old as the Army is. Even though the current set of Army Values is just now entering its third decade they do well to encompass prior institutional values of Duty, Honor, and Country. Climate lasts only as long as the commander or leader who affects it and therefore, temporary.
According to FM 3-0, situational awareness is, “immediate knowledge of the conditions of the operation, constrained geographically and in time”, and for situational understanding, “the product of applying analysis and judgment to relevant information to determine the relationships among the mission variables to facilitate decision making”. These two technical definitions do well not to overlap semantics with one another; however they may unnecessarily confuse the user for the sake of an establishing a needless and almost imperceptible analytic hurdle. This coming from an Army doctrine outsider whose service doctrine...