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The Changing Nature of Work: Implications for Occupational Analysis (1999)
Commission on Behavioral and Social Sciences and Education (CBASSE)

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. "7 Conclusions and Implications." The Changing Nature of Work: Implications for Occupational Analysis. Washington, DC: The National Academies Press, 1999.

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will parallel the sophistication of the systems that are fielded. Occupational analysis and classification systems must capture these qualifications.

Changing Missions

Rapid expansion (on-demand increases in the size of force and its range of capabilities) and tailoring (matching force capabilities to mission needs) will be required to respond to sudden events that do not resemble traditional military actions. Thus, the work structure itself is likely to become an increasingly important weapon or tool—a part of the information technology that must be used to speedily identify, locate, and assign large numbers of personnel for specific missions.

The trend toward joint operations involving hybrid units may require the branches of the military to develop common work structures or at least structures that can be more easily meshed. New missions—particularly those that involve extensive interaction with civilians—will require new tasks, knowledge, skills and abilities, and forms of organizing. For example, social skills will prove increasingly important for dealing with civilians and their leaders when Army personnel must adapt to peacekeeping, community service, and similar roles. These tasks also may require fluency in the native language; cross-cultural sensitivity and knowledge; interactive and emotional skills; and the ability to engage enemies who do not follow traditional rules of war. Work structures must include descriptors for these tasks and the requisite knowledge, skills, and abilities.

Extremely high tempo and a strategy that allows attack from multiple positions simultaneously will require commanders who possess suitable decision-making, teamwork, and problem-solving skills; work structures must therefore include descriptors for these skills. Commanders will be, supported by different organizational structures that delegate responsibilities and authority to lower ranks, and by technologies that permit such delegation by rapid collection, transmission, and analysis of information. Commanders must be able to plan, decide, and execute commands extremely rapidly and with great flexibility—rapidly grasping changes in situations and exercising judgment

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