| The study examines the organizational cultures of humanitarian non-governmental organizations and the U.S. military. In the past two decades the two groups have repeatedly participated together in complex emergencies, each bringing unique capabilities to their overlapping goals of providing security and relief and promoting stability and development in strife-torn regions. While they have sometimes engaged in mutually supportive activities, the relationship between the two communities has been characterized by misunderstanding, misgiving, and mistrust. Moreover, each has been confronted by serious challenges, including the need to adjust to a changing operational environment and recognition of the need to conduct programs outside their traditional frameworks.The dissertation describes the traditional focus of attention for each group and explains how the concept of organizational culture can be applied as an analytical tool in this instance. The research investigates how the novel problems confronting them are stressing the two institutions by challenging core values and basic underlying assumptions. It makes use of primary and secondary documents, but relies chiefly on extensive interviews with members of both communities to identify the elements of the respective cultures and the ways they are being tested by evolving conditions.The findings of the study are in three categories. First, a comprehensive, side-by-side cultural analysis describes in detail how the two groups are functionally adapted to their traditional environments. Second, contrasting elements of culture are identified that demonstrate where obstacles to forming cooperative relationships between the two groups may be expected. Finally, specific characteristics of the two cultures that have made the groups successful in the past are shown to be not well adapted to present and emerging factors in the operational environment. The new knowledge opens opportunities for further research. |
