Vision Statements and Culture

422d Security Forces Squadron, RAF Croughton, United Kingdom

The mission of the United States Air Force is to fly, fight and win -- in air, space and cyberspace. We are America's Airmen.

Commander, 422d Security Forces Squadron

FROM: S1, 422d Security Forces Squadron

SUBJ: Revised Squadron Mission and Vision Statements

In response to your request for feedback concerning the need to update the squadron's mission and vision statements in light on domestic and global events that have taken place since they were last reviewed, this memorandum provides a brief description of the 422d Security Forces Squadron, and the organization's current mission and vision statements. In addition, an evaluation of the Squadron's mission and vision statements is followed by a discussion concerning the extent to which these statements facilitate making important tradeoffs in the organization. Finally, descriptions concerning how the current Squadron's mission and vision statements could be improved and what the organization could do better to get the statements embedded in the Squadron's culture are followed by a summary of the research and important findings concerning the organization's mission and vision statements in the memorandum's conclusion.

Brief description of the 422d Security Forces Squadron, RAF Croughton, United Kingdom

The 422nd Security Forces Squadron is stationed in a former Royal Air Force base at Northamptonshire, England and is tasked with the defense of all vital resources, most especially its personnel, of the 422nd Air Base Group in support of intelligence, communications and global strike capabilities for U.S., NATO and mission partner objectives (Organizational overview, 2017). The organization's Latin motto as depicted in its unit emblem, patronus vallo amicus, translates roughly in English to "a friend of the patron of the rampart." The entrance to the base is shown in Figure 1 below.

Figure 1. Entrance to RAF Croughton US Air Force base in Northamptonshire

Source: https://static.independent.co.uk/s3fs-public/styles/article_large/public/thumbnails/ image/2013/11/05/20/pg-6-spying-2-pa.jpg

Identify the mission/vision statement

The organization's current mission and vision statements as well as the Squadron's overarching goals are set forth below:

Mission: Defend all Personnel and Resources to enable Intelligence, Communications and Global Strike Operations in support of US, NATO and Mission Partners Objectives Worldwide

Vision: Innovative Defender Family, Taking Care of the Mission and our People, to all Successful Global Combat

Goals: Mission Execution, Culture of Caring for Troops, 100% Personnel Recognition and Stewardship for our Resources.

Evaluation of the mission/vision statements

Many companies view their mission and vision statements as an exercise that is intended to satisfy stakeholder expectations rather than using these statements as a means to inspire and motivate their members. Properly crafted and communicated, though, mission and vision statements can provide a number of valuable outcomes. While private sector organizations have the benefit of being able to survey their staff to identify the most appropriate elements to include in their mission and vision statements, the armed forces have mandates that cannot be altered. Therefore, the mission and vision statements of military units must conform to these mandates but there are some steps that they can take to fine-tune their respective statements in ways that reinforce commanders' individual preferences and objectives as well as the consensus of its service members.

There are some fundamental differences between mission and vision statements that must be taken into account in evaluating their appropriateness and relevance to an organization. For instance, King and Case (2011) report that, "Mission statements serve to communicate vital information to all stakeholders interested in an organization. These vital communication tools must accomplish a number of goals including stating the [organization's] purpose, unique qualities, values, and basic goals/objectives" (p. 21). As can be seen from the current version of the Squadron's mission statement set forth above, these goals are stated in relatively vague terms that do not accurately or adequately communicate the organization's mission to its members or the public.

Likewise, the Squadron's current vision statement lacks even less clarity in terms of where the organization envisions itself in the future. In this regard, according to Jick (1989), "A vision is an attempt to articulate what a desired future for a company would look like. It can be likened to an organizational dream -- it stretches the imagination and motivates people to rethink what is possible" (p. 1). While the current version of the mission statement reflects the Squadron's purpose and goals, it fails to communicate the Squadron's "unique qualities and value." Similarly, the current version of the Squadron's vision statement does not "stretch the imagination and motivate people to rethink what is possible." These constraints have adversely affected the ability of Squadron members to rely on these statements in their day-to-day decision making as discussed further below.

Explanation concern whether the mission/vision statement help or have helped make important tradeoffs in the organization or work

The current versions of the Squadron's mission and vision statements lack definitional clarity and do not provide service members with the guidelines needed to take action when presented with conflicting goals or ethical dilemmas. Given the immediacy and importance of the Squadron's mission, it is critical to articulate these statements in terms that can help improve operational effectiveness. In this regard, Porter (1996) reports that, "Operational effectiveness means performing these activities better that is, faster, or with fewer inputs and defects than rivals" (p. 1).

In this context, the Squadron's operational effectiveness depends on its ability to leverage its human resources and materiel in ways that conform to its goals without having to resort to debate or reflection concerning which course of action is optimal. Further, given the exigencies of combat operations and the fact that "no battle plan survives the first shot," both mission and vision statements are in dire need of substantive revision according to the recommendations provided by experts in this field as discussed below.

How the mission/vision statements could be improved

As noted above, a mission statement should include the organization's purpose, unique qualities, values, and basic goals/objectives in order to create a sense of collective responsibility and commitment. Fortunately, the Squadron enjoys the benefit of being staffed by officers and enlisted members who are fully dedicated to achieving the organization's mission but it is essential that its mission is communicated in terms that contribute to this sense of a shared mission. For example, Jefferson (2015) emphasizes that:

By itself, your mission statement doesn't mean much. It's just words on a page. But if it's supported by a group of people who care about making a difference in the world, that's something else. Few things are as powerful as a shared mission. (p. 2)

Therefore, the current version of the Squadron's mission statement should be revised as shown below.

Mission statement: "It is the mission of the 422d Security Forces Squadron to maintain a high state of combat readiness in order to carry out the orders of the Commander in Chief as communicated through the chain of command to facilitate and support intelligence, communications and global strike capabilities for all U.S., NATO and mission partners worldwide by drawing on its unique qualities and values."

As also noted above, the current version of the Squadron's vision statement fails to "stretch the imagination and motivate people to rethink what is possible." According to Brown (1997), "Effective leaders help establish a vision, set standards for performance, and create focus and direction for collective efforts" (p. 3). Therefore, the following revision of the Squadron's current vision statement is suggested:

Vision statement: It is the vision of the 422d Security Forces Squadron to help create a world in which military forces are no longer required to maintain the peace, but to remain ready to aggressively defend the organization's personnel and resources as mandated by the Commander in Chief and communicated through the chain of command in support of U.S., NATO and mission partners until that day arrives."

Description concerning what the organization could do to better get the statements embedded in the Squadron's culture

Given the Squadron's recent history of diminished confidence in the organization's leadership and the replacement of two commanders in 2014 (Mathis, 2014), it is vitally important to embed the organization's mission and vision statements in its culture both to improve morale and to provide a renewed sense of purpose. Indeed, the 501st's Commander, Colonel Cadwell, emphasized at the time that her primary focus was the "health, welfare and organizational climate" in the wing" (as cited in Mathis, 2014, para. 4). The Squadron's current goals of creating an organizational culture of caring for troops and 100% personnel recognition and stewardship of resources are appropriate and desirable, but they are somewhat nebulous for the purposes of actually getting Squadron members to "buy into" these goals.