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There is an ongoing demand for organizations to become more agile in order to prosper amongst their competitors. Many military organizations have declared a renewed focus towards organizational agility. The goal of this research is to isolate the variables needed to measure organizational agility (OA) in military organizations, allowing for the future development of a suitable method to measure OA without the need to interact with outside organizations. This article begins by providing a suitable and formal definition of organizational agility by exploring and analyzing relevant scholarly literature on the subject. Related terms, such as organizational resiliency, flexibility, robustness, versatility, and adaptability are also explored to examine their definition boundaries and any overlapping areas. Existing methods to measure organizational agility are examined and summarized, and the current limitations to their application are highlighted. Previous studies to find characteristics associated with organizational agility were also examined, and an initial set of 88 organizational agility characteristics was built. Since these included possible redundant or overlapping characteristics, the Q-sort method was employed to discover, analyze, and eliminate redundant items from the dataset, ultimately resulting in 64 unique characteristics. The result is a suitable definition for organization agility applicable to military organizations and a list of potential associated characteristics that summarizes related research to date. This groundwork establishes the foundation to conduct a multi-organization study to further refine the characteristic list and ultimately develop a method to measure organizational agility.

Emergent cyber-attack threats against cyber-physical systems can create potentially catastrophic impacts. The operators must intervene at the right moment when suspected attacks occur, without over-reliance on systems to detect the cyber-attacks. However, military operators are normally trained to trust, rather than suspect systems. We applied suspicion theory to explore how operators detect and respond to cyber-attacks against an unmanned ground vehicle (UGV) system in the operational context of a human-machine team (HMT). We investigated the relationships between the operator suspicion and HMT performance by conducting human-in-the-loop experiments on eight mission scenarios with 32 air-force officers. The experiment yielded a significant, negative relationship between operator suspicion and HMT performance (quantified both in terms of the desirability of decision response and the time to respond). Notably, operator suspicion increased with the combined effects of cyber-attacks and a sentinel alert but not with the alert alone. This finding was particularly meaningful for "false-negative" scenarios, in which no sentinel alert was sent despite cyber-attacks having occurred. Although the operators did not receive an alert, the operators grew more suspicious, seeking more information; it took longer for the operators to respond, and their decision responses were highly divergent (17.2% came with less-desirable responses, and 21.9% were considered instances of over-reliance). In contrast, in "false-positive" scenarios, 95.3% of the operator responses were highly desirable. This experiment has implications for the role of a sentinel alert in engineering trustworthy HMT systems so that the operators can quickly transition through state-suspicion to the most desirable decision.

Unhealthy lifestyles cost businesses, governmental organizations, and the U.S. military billions of dollars every year, not to mention intangible costs associated with increased mortality. This study implemented a low-cost cognitive-behavioral motivational intervention to effect behavioral change in high-risk civilian employees working for a U.S. military organization, with accompanying improvement in certain health indicators after 120 days compared with a control group. Our analysis of these results led to two conclusions: first, low-cost cognitive-behavioral motivational treatments can improve both behavior and health, and second, tentative results indicate a fully mediated relationship may exist among the cognitive variables of locus of control and self-efficacy, vice the predicted parallel relationship. Overall, we assert that effective implementation of an intervention like the one used in this study might lower the U.S. Air Force's health care bill by as much as $40 million, improve employee efficiency and mission capability, enable healthier lives, and prevent premature death.