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By LT. COL. IOANNIS KOSKINAS

Softcover, 219 pages, via Lt. Col. Ioannis Koskinas, USAF.

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Extra info for BLACK HATS AND WHITE HATS: The Effect of Organizational Culture and Institutional Identity on the Twenty-third Air Force

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Note that for the land services, the Air Force had to start dealing with Army organic air-support assets only in the 1960s. This phenomenon reflects the introduction of Army helicopters in sizeable formations and air-assault units. 51. Builder, Masks of War, p. 27. 52. Winton, “Ambivalent Partnership,” pp. 413–14. 53. Builder, Masks of War, p. 28. 54. Air Force Manual (AFMAN) 50-3, Air Force Leadership, p. 10. 55. , p. 11. 56. ” 57. Based on observations earlier in the chapter, Schein would call this the midlife organizational development stage.

48 Particularly in the 1970s and 1980s, the Army developed an increasingly disproportionate dependence on USAF support on the battlefield. ”49 The Air Force, conditioned by its early experience under the control of the Army, although confident of its relevance, has displayed an attitude of insecurity regarding its institutional legitimacy. 50 For instance, the Air Force has always been uneasy about the Navy’s ability to retain, rely upon, and control organic aviation support. To the Air Force, the naval arrangement creates a dangerous precedent.

JP 1-02 defines supported commander as follows: “the commander having primary responsibility for all aspects of a task assigned by the Joint Strategic Capabilities Plan or other joint operation planning authority. In the context of joint operation planning, this term refers to the commander who prepares operation plans or operation orders in response to requirements of the Chairman of the Joint Chiefs of Staff. . ” 48. Winton, “Ambivalent Partnership,” pp. 400, 402, 407. 49. , p. 402. 50. Note that for the land services, the Air Force had to start dealing with Army organic air-support assets only in the 1960s.

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