The war is almost over. We can’t have a bunch of cowboys running around making up the rules as they go along. The time is nigh to bring them to heel.
You may recall my recent comments on surviving as a disruptive thinker in conventionally minded organizations. Looks like folks on active duty are starting to consider what they have wrought and what a future military will look like.
Navy officer Michael Campbell has penned an interesting read, “Disruptive Thinkers: Intrapreneurship vice Entrepreneurship – Why this Distinction Matters” in which he asserts that entrepreneurs work outside the system and intrapreneurs work within the framework. I’ll throw in my two cents that anyone who has only served during wartime doesn’t have the length of view to see what things were like during the peacetime military. Lockstep adherence to the status quo is what we had. Even after the war began, unconventional thinking was looked at with suspicion by ‘company men.’ While the author suggests that the intrapreneur “puts the goals of that organization first,” so does an entrepreneur. He just looks outside the organization in order to make it better, and doesn’t allow the dictatorship of ‘good enough for government work’ to stifle his efforts. Rather, author Campbell vilifies the concept of entrepreneurship, writing, “failing as an entrepreneur in uniform can very well result in breaking a solemn promise between you and the American people.” Spoken like a future member of the board. For examples, he cites Lt Col Oliver North and PFC Bradley Manning. Laughable. He equates being a military entrepreneur with being a criminal. Too bad he didn’t suggest such examples as Gen Billy Mitchell.
I once had an O6 SF officer call me a used car salesman because he was threatened by my confidence, knowledge (as a mere O3, and an Air Force one at that) and ability to move in circles outside our organization to bring in new, enabling capabilities. What makes this completely outrageous is that this was in 04 and I worked in a future capabilities cell at a Theater Special Operations Command. If anyone should have been thinking outside the box, it was me. He was just very threatened by unconventional thinking. Then again, he was serving as a Chief of Staff and not a Group commander. I’d say the system had his number but that doesn’t mean that he couldn’t do damage outside of command.
Remember, bucking the system isn’t for everybody. You’ve got to decide if the juice is worth the squeeze. And, coming up with a new way to conduct arms room inventories doesn’t make you a disruptive thinker.
Please take the time to read the article I referenced. It is well worth your time and will give you insight into the future groupthink.
smallwarsjournal.com
And…make sure you keep up with disruptivethinkers.blogspot.com.