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starting with a job or occupational category that is anchored in the past and may not be current in its ratings or job descriptive information. O*NET™ could be developed into a decision support tool that allows analysts to compare different models for organizing work, to generate a list of complementary changes needed to support these models, and to project the consequences of these alternatives for the outcomes of central interest to different stakeholders. This feature is perhaps one of the major developments of the O*NET™ prototype.
Fourth, O*NET™ offers a significant improvement over earlier systems, particularly ones based on the Dictionary of Occupational Titles, in the ease of conducting cross-occupational analyses and comparisons.
Fifth, by utilizing the cross-walks supplied by the National Occupational Information Coordinating Committee, the O*NET™ system allows mapping to other major category and enumerative systems, including military occupational specialties and the Standard Occupational System.
Based on these advances, the committee recommends that O*NET™ should continue to be developed as a fully operational system for use in both civilian and military sectors.
Implications for the Army
Since most of the evidence we have discussed pertains to the civilian sector, it would be inappropriate to generalize our findings or conclusions directly to the Army or other branches of the military. Rather than draw such generalizations, we sought to organize our review of the changes in civilian occupations and organizations in a way that would provide the Army with a framework for examining its own work structures and occupational analysis systems. As the material in Chapter 6 shows, the Army is experiencing a number of changes in the context of work that parallel changes experienced in the private economy. We suspect that these developments will also create pressures for change in the structure and content of soldiers' work. These pressures should create opportunities for the military commanders to