By Michael Sharpe
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Extra info for Attack and Interceptor Jets: 300 of the World's Greatest Aircraft (Amber Military Series)
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. 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.
CSAR forces have struggled to justify their existence in peacetime. In limited wars like Korea and Vietnam, rescue forces proved extremely valuable. ”60 But in peacetime, CSAR did not compete well with USAF institutional priorities such as deterrence and AirLand Battle doctrines. Like CSAR forces, AFSOF was not an Air Force organizational priority. In fact, both the Air Force and Army looked down upon their respective special forces. ”61 As a consequence, the AFSOF and CSAR communities have evolved along different paths from those of conventional US military culture.
Later chapters will demonstrate that the Air Force is not as homogeneous as the previous assertion suggests. Nonetheless, it is safe to assume that just as AirLand Battle doctrine significantly affected basic Air Force doctrine, it also affected basic Air Force culture. 76. Builder, Masks of War, pp. 27, 33. Builder calls the Army branches a brotherhood of guilds because they are organized according to their skills. He further suggests that the “family bonds” of groups of craftsmen that take the 26 UNDERSTANDING ORGANIZATIONAL CULTURE “greatest pride in their skills joined together in a brotherhood because of their ‘dependency upon each other in combat’ ” (p.