Post-9/11 Veterans: Transition to the Business World

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Table of Contents

Adaptability to Adjust and Learn New Skills
Accountable for Actions
Team Oriented Mindset
Problem-Solving Approach
Earned the Trustworthiness of Others
Disciplined Decision Making
Outreach to Veteran Centrix Programs
Team Development
Chapter 5
References

Adaptability to Adjust and Learn New Skills

Specifically, Participant 4 asserted from a first-hand account that the repetitive adjustments to threat actions in a counterinsurgency environment and multiple deployments required flexibility for survival. Versatility is another key trait required by veteran managers in order to adjust and learn new skills. For instance, participant 15 acknowledged that it is because of versatility that veteran managers were able to learn novice skills despite changing environments. Moreover, because of putting their mission first during such trying times, post-9/11 veteran managers, through participant 1, noted that it was important to ensure that the mission is first accomplished, rather than just being flexible. As such, flexibility, versatility, and mission first mindset are the key competencies of the post-9/11 military mindset, which are transferable to YSG’s business setting.

Accountable for Actions

The ability of post-9/11 veterans to conduct themselves according to a higher moral standard for their behavior and lifestyle was another common pattern in the data produced, which was another frequent issue. This is because of the serious nature of their military employment; they have a strong feeling of accountability and recognize that anything they do must be liable and dependable. According to Participant 4, a sense of accountability and dependability was a significant entry point due to the nature of their work. In this case, when in uniform, the post-9/11 veteran managers are required to be responsible for the health and welfare of other humans. Furthermore, participant 5 established that their (post-9/11 veteran manager) willpower to succeed was a commendable distinction in the workforce, hence liable competencies that are transferrable to YSG’s business-related setting.

Team Oriented Mindset

An orientation to a realization that the same things motivate not everyone, but that a mutually agreeable undertaking lays the framework for bringing out the best in each person on the team. Participant 8 responded that it was necessary to perceive things from other people’s perspectives in order to encourage teamwork in the completion of missions. Other characteristics such as unselfish service and carrying out responsibilities with integrity that is uncompromised set the tone for individuals in the business to adapt. Participant 14 stated that while the mission-oriented approach of completing tasks as a team is important, other characteristics such as selfless service and taking care of those who work for you are transferable competencies of the post-9/11. He also noted that doing more than your share of the task, accepting responsibility for your shortcomings, and performing your duties, regardless of what they are, with uncompromising integrity set the standards for everyone in the organization to follow, thus transferable competencies of the post-9/11 military mindset.

Problem-Solving Approach

This theme was associated with an intrinsically solution-based approach, and as a result, the ability to solve problems has been identified as a competence of post-9/11 non-veterans managers. As per Participant 1, a significant part of their forward-looking mindset and drive for constant progress in all fields was linked to their era’s experiences, in particular. Participant 8 also mentioned that veterans’ willingness to embrace evolution and a drive to explore is very advantageous in business. Therefore, companies should identify forward learning, group focused characteristics, and collective efforts in post-19/11 era veterans for YSG.

Earned the Trustworthiness of Others

Regardless of the time, military service was regarded as a means of establishing dependability and credibility. Post-9/11 veterans’ extensive involvement in battles, campaigns and conflicts taught them the value of winning the belief and trust of others, as well as in themselves, and they emphasized this priority. For example, Participant 15 indicated that whereas trustworthiness is broad, accountability is narrow. Knowing that there exist restrictions, knowing where to locate the regulations, and knowing that you are required to obey the regulations is critical for a firm that recruits mostly people who will work for government agencies. Furthermore, as stated by Participant 11, a non-veteran manager, dependability and trustworthiness are more of a function of being in uniform (military) than of the time cycle. As such, such competencies offer competitive advantages to YSG when they hire post-9/11 era veterans.

Disciplined Decision Making

Other replies were similar to this topic from program senior managers’ executives who had previous military experience. Veterans acted as leaders in combat and were frequently forced to make decisions without the privilege of consulting others. All military veterans are instilled with discipline, and it is universally desired in corporate environments. From the perspective of Participant 12, post-9/11 veterans who were battle commanders frequently confronted situations when judgments had to be made without the luxury of conferring or conceiving a formal decision-making framework. As such, discipline is instilled in all military veterans and is universally desired in business. Furthermore, Participant 15 stated that post-9/11 veterans’ experiences and psychological maturity were viewed as beneficial in making sensible judgments under duress. In this case, YSG can incorporate such key competencies and advantages to facilitate organizational success, the same way the post -9/11 veterans did.

Outreach to Veteran Centrix Programs

This theme is related to the organization’s outreach efforts to satisfy its commitment to employing high quality, mission-focused employees for the growth of the business. Due to the nature of the specified requirements and background standards, the company’s best possible candidate approach includes a varied combination of non-veterans and veterans. This helps prepare better the organization for unexpected technology, industry, or market shifts. For instance, according to participant 16, the firm was founded on a predominantly veteran staff but has subsequently shifted to a market-driven approach of recruiting the best possible applicant.

Team Development

The act of learning and working together efficiently in order to form cohesive relationships aids in the ability to withstand the ups and downs that occur in dynamics of a group. Post-9/11 veterans’ experiences demonstrated a reliance on and belief in team development phases such as breaching, creating, and presenting, as well as the incorporation of these stages into organizational structures and processes. The high volume and duration of deployments led in the formation of strong bonds with the potential to evolve into long-term relationships, demonstrating the critical nature of human interactions.

Participant 13 observed that the large number and duration of deployments established strong ties. Per the participant 17, the organization has a professional development program and is now through a series of professional development workshops. Participant 6 indicated that we (the organization) do not seek only post-9/11 veterans; rather, we seek the best possible applicant. As per Participant 10, passing on skills learnt to a younger generation can help them become communicators that are more efficient.

Chapter 5

The research questions incorporated constructivism and Schein’s organizational culture model. Constructivism essentially asserts that human learning occurs as a result of the construction of new data from previously acquired data (Johnston, 2018). This previously acquired knowledge has an effect on the type of new or improved knowledge developed by an individual as a result of new learning experiences in the current situation (Perez et al., 2020). The Schein organization is based on the premise that organizational culture evolves over time as individuals apply fundamental values to overcome internal and external obstacles. Following that, if the prospective employees demonstrate their ability to be productive, the assumptions are transferred to them.

Theoretical frameworks are connected to the research questions. The questions are designed to elicit new information from veterans and non-veterans alike while also investigating the effect of business culture on veterans. The theories are connected because they demonstrate how veterans’ military culture affects their transition to the business world and the impact of new military skills in the business world. Schein’s theory focuses on the positive effects of superior military skills in the business world. It clearly demonstrates how veterans’ culture is incorporated and the benefits associated with military employees. On the other hand, constructivism is used to bring to light new information acquired by veterans working in the business world (Bratianu et al., 2020). As veterans encounter and reflect on the business world, they develop their own reflections and new knowledge assimilated into their pre-existing knowledge.

The first research question examined the competencies derived from post-9/11 veterans’ members using constructivism theory. Three themes emerged from this theory: adaptability, team orientation, and accountability. These themes were developed in response to the skills acquired by veterans upon entering the business world. They were able to adapt to their environment through the acquisition of business-related skills, owing to their high degree of adaptability in a variety of environments (Ariza Aguilera, 2018). Additionally, they adhere to a high moral standard in terms of business ethics, as they understand they are accountable for their own actions in light of the serious nature of the military environment to which they had previously been exposed. Once exposed to the business world, they begin to understand the value of a team-oriented mindset. They begin to view business activities through the eyes of others, such as customer care services, which require an understanding of the customers’ claims and desires. The three themes enabled the researcher to conduct comprehensive research on how the process of learning new skills was more effective for veterans entering the business industry who possessed prior military skills.

The second question used the Schein model’s conceptual framework to determine which organizations benefited from hiring post-9/11 veterans. Themes such as decision making, decision making, and trustworthiness were developed. The theme of decision making and problem solving was developed using this model because veterans served as leaders in the military, and the constant need to make decisions compelled them to develop discipline when making decisions in a business environment (Bratianu et al., 2020). The ability to solve problems and make decisions fueled the veterans’ forward-thinking and constant improvement mindset, which is a critical employee mindset that every employer requires for the smooth operation of their business.

Their previous workplace’s conflict environment taught them the value of earning the belief and trust of others, as well as in themselves, and they emphasized this priority by making it their responsibility to ensure excellent production in the business environments to which they were assigned. All of these factors contribute to their trustworthiness in the eyes of their employers, thereby fostering a culture of creditability and dependability in the workplace (Schein and Gray, 2018). The themes developed in response to this research question enriched the study by illustrating how veterans’ military skills influenced the type of new business skills they adopted. Additionally, it aided in comprehending how newly acquired skills provided the organization with a competitive edge over organizations that did not incorporate post-9/11 veterans.

The third research question investigated how the organization can incorporate the advantages of the competencies of post-9/11 veterans’ members to ensure the organization’s success. Outreach and team development were developed as themes. While working in business environments, veterans have the vision to incorporate the qualities they have acquired into future ventures. Additionally, they recognize that their military skills are transferable to the business world, but they require assistance in adapting to and positioning themselves for future market-driven changes without reorganizing their workforce.

Both theories developed the theme of outreach, as it encompasses both the effect of military culture on the business and the organizations’ efforts to recruit these unique skills to benefit their businesses. Thus, the organization should consult Centrix Programs for Veterans to assist them in reintegrating veterans into the business world (Schein and Gray, 2018). The theme of team development was chosen because it allowed for an easy integration of veterans who were already accustomed to working in teams in their previous work environment. Both models were used to develop the themes of outreach and team development because they are both ingrained in the military culture and a learned skill acquired by veterans in the business industry.

References

Ariza Aguilera, D. A. (2018). Designing an Organizational Culture Model in the Projects Environment: A Constructivist Approach.CES Psicología, 11(1), 118-133. Web.

Bratianu, C., Hadad, S., & Bejinaru, R. (2020). Paradigm shift in business education: a competence-based approach.Sustainability, 12(4), 1260-1348. Web.

Johnson, A. P. (2019). Essential learning theories: Applications to authentic teaching situations. Rowman & Littlefield Publishers.

Perez, R. J., Robbins, C. K., Harris Jr, L., & Montgomery, C. (2020). Exploring graduate students’ socialization to equity, diversity, and inclusion.Journal of Diversity in Higher Education, 13(2), 103-133. Web.

Schein, C., & Gray, K. (2018). The theory of dyadic morality: Reinventing moral judgment by redefining harm.Personality and Social Psychology Review, 22(1), 32-70. Web.

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