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SOF Organizational Culture

1239 Words5 Pages

Contrary to the certain—hence predictable—functional behavior sought and brought to bear by the hierarchical and bureaucratic assembly of conventional forces, special operations overcome the friction of war and achieve objectives through individual and team cross-competencies and enabling innovative behaviors—new or different ways of approaching and surmounting problems. These behaviors, channeled by special operations principles and aided by team organizational structure and specialized technology and equipment, are emphasized and reinforced in planning, rehearsal, and conduct of operations. The organizational culture within SOF values the opportunistic nature of such behaviors as well as reinforcing individual and team competency and performance. …show more content…

The SOF Truth that most SOF operations require non-SOF assistance is an open acknowledgment that SOF is dependent in most scenarios on the assistance and support of the U.S. military services, government agencies, and others. Such assistance and support may be direct or indirect, but enable SOF in preparedness and planning, practicing, and conducting special operations missions. Assistance and support ranges across a broad spectrum from transportation, to facilities, to conceal and supporting attacks, to knowledge and expert personnel—and from the strategic to the tactical levels. Enablers enhance the strategic grasp, competency, and effects of special operations personnel and organizations, but also pose potential challenges and risks related to operational effectiveness and security. Enablers may be in direct support of the SOF mission or may be pursuing their typical functions that indirectly enable a SOF mission (McRaven, …show more content…

SOF put premium o the human contribution and believe it leads to success; conventional forces value the predictability of performance (functionality) and recompense those who meet standards. SOF often portray themselves as elite and unconventional. Conventional forces generally resent the trappings of exclusivity or perceive it as devaluing their contributions. Undisputable questions of authority, relationships, mission and roles, force structure, and resources exist. The frequent debates have engendered a degree of mistrust among all the services, and SOF have long been woven and often at odds in issues within their own services. Special operations organizations fare best in times of crises or in situations when distinct skills are in urgent demand (Turnley,

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