Within the military, culture exists in many layers. There is an overarching military culture in which members of each branch share certain values, such as integrity and dedication to service, and habits, such as arriving early to scheduled events or movements. Across branches and, to an extent, even across nations, members of the military harbor mutual respect and generally feel some attachment to the broad military in-group. Below this level is service culture. In the Air Force, pilot culture – arguably fighter pilot culture, specifically – predominates. This service culture trickles through the echelons, with unique sub-cultures forming at each level, all the way to the squadron level where culture is most distinct and in-group attachments are strongest. It is unsurprising, then, that Air Force command and control (C2) squadrons – principally air control squadrons (airborne or otherwise) and battle management control squadrons – have adopted aspects of fighter pilot culture. Visible elements of this include the prevalence of Roll Calls, a tradition that originated as a somber affair during WWI and transformed into something more akin to its current raucous form in British and American WWII fighter squadrons, and the routine use of bars or heritage rooms to improve unit cohesion and share lessons.
More personally, older or former members of these command and control air battle management (C2ABM) squadrons have their own recollections of unit history. Ask any older (not defined here) C2ABM professional, and they will likely tell you that when they were a junior member of their unit the roll calls were wild and well-attended affairs, the squadron bar or heritage room was a place where newer and more seasoned members could exchange stories and lessons on a near-daily basis, that squadron mates spent more time together and had a strong collective culture, and that unit cohesion was high – these older groups almost surely believe that things were “better” then, due to the well-known effects of nostalgia and initial-experience anchoring. The existence of these phenomena is easily visible among C2ABM professionals in other areas as well: just ask any of them what the best C2 crew of all time was, and they will tell you that it was whatever crew they first deployed with. This, of course, cannot be true as this would mean that hundreds, nay, thousands, of crews would be “the best,” but also because objectively the best crew of all time was 968 EAACS Crew 8 in 2015.
It may not be true that things were objectively better in the years and decades past, but things are different. Members of the younger generation filling out C2ABM squadrons are more likely to prioritize work-life balance to a greater degree than older generations did, and they tend to consider the ability to disconnect from work as a critical part of achieving this balance. While at work, though, members of the younger generation spend a greater share of their time socializing and learning in formal and informal settings than previous generations. Understanding these generational tendencies, as well as certain psychological elements of group cohesion, can help C2ABM squadrons adapt their culture-shaping efforts to honor history and tradition while strengthening unit cohesion and building a sustainable and healthy culture of learning into the future. Doing so is not merely morale-building – high levels of team cohesion has been clearly and repeatedly demonstrated to improve team performance. In C2ABM Squadrons, specific events that can shape culture and improve team cohesion and performance include Roll Calls, Tactics Talks, and routine use of collective spaces.
Roll Calls
Nowhere is the culture of a C2ABM squadron more overtly on display than at a Roll Call. These events incorporate traditions borrowed from fighter culture and various Roll Call-hosting units, and have been adapted over decades to the point that, while similar in structure and theme, each squadron’s interpretation of a Roll Call is unique. Those things that make Roll Calls similar – the underlying traditions – should be maintained, and those things that are unique – the customized “programming” – should be tailored to maximize the intended effect: enhancing unit cohesion. This should be done through shared rituals, collaboration, humor, and shared emotion.
Shared Rituals
The use of shared rituals across a group creates and strengthens group cohesion. This is already well-achieved in most C2ABM squadron Roll Calls through traditional Roll Call structures such as the roll call, squadron toasts, the procedural language used to address the “Mayor” and/or the larger group, and call-and-response elements of storytelling. While many shared rituals should be maintained, and perhaps others formed, some pitfalls should be avoided lest these rituals lead to the cultural cancers of ostracization or cliques. Notably, while shared rituals naturally strip away some elements of individuality, care should be taken to ensure that they do not go so far as to encourage individuals to abandon their principles or core beliefs to participate. Rituals that involve consuming nearly any specified item may fall into this category. For example, alcohol-based rituals – including beer chugging or “strawberita’ing” – may encourage those less inclined to imbibe to do so in the name of fitting in or may exclude and lead to perceptions of isolation for those who choose not to participate because of their personal choices. Non-alcoholic consumption, such as the consumption of eggs, may have a similar chilling effect on those adhering to specific diets for personal, health, or religious reasons. Further, rituals should be wholly inclusive and should not create or highlight a cultural hierarchy beyond those required for good order and discipline. Any ritual that excludes, isolates, or minimizes a group, such as new squadron members, should be avoided.
Collaboration
Engaging in collaborative activities, especially those that require creativity, fosters group cohesion. Fostering collaboration during Roll Calls is, subjectively, not always adroitly accomplished in C2ABM squadrons, but it is a powerful cohesion-building tool. The 962 AACS in Alaska offers a positive example to follow, as their Roll Calls have historically featured a parlor game akin to a “bag skit,” in which groups are formed and are given a list of unlikely words to incorporate into a short skit. Other positive examples may be borrowed from certain fighter units and include singing “campfire songs,” in which the chorus remains unchanging and is sung by all, while each flight or shop contributes a unique verse as the song progresses. Regardless of how collaborative activity is incorporated into Roll Call, care should be taken not to form groups that amplify divisions but instead should foster broader collaboration and cohesion across the entire squadron.
Humor
Roll Calls, done correctly, are fun and funny affairs. The infusion of humor throughout a Roll Call does more than simply provide entertainment; it is also an important element of improving unit cohesion. Humor is itself a social activity, and engaging in shared humor increases camaraderie and trust. However, cohesion is strengthened only through positive humor, while negative forms of humor, which humiliate or insult, can be detrimental to group cohesion. The telling of funny stories should be encouraged, but care must be taken to ensure that stories of squadron mates are good-natured and amusing, and that they do not humiliate their subject. Conversely, humorous and insulting stories and jokes told about out-groups, such as other squadrons or military specialties, can improve team cohesion. Roll Call Mayors must manage the valance of humor to ensure that its use enhances, rather than undermines, unit cohesion.
Shared Emotion
Among members of the military, shared emotional experience is likely the most widely understood ingredient for a cohesion-building Roll Call. Military humorist Austin von Letkemann succinctly describes the military’s fondness for “trauma bonding,” though research suggests that any shared emotion, positive or negative, can increase group cohesion and that the strength of the shared emotion determines the extent of this effect, rather than the valance of the shared emotion. To capitalize on this, C2ABM Roll Call activities should be wholly inclusive so that the entire unit may reap the cohesive benefits of shared experience and emotion.
A Note on Hazing
While practices that could be considered hazing may appear to align with the categories above, these practices are likely entirely counterproductive to a C2ABM unit. The RAND Corporation has studied hazing extensively, especially in the military, and has found that hazing leads to lower group attachment and less cohesion in most circumstances. This is not to say that unpleasant experiences do not have their use, but unpleasant experiences that exist only to be unpleasant rely on cognitive dissonance to encourage group attachment – hardly the ideal path. While RAND did identify select instances in which hazing may have some utility, these cases apply only to highly competitive/selective units requiring highly specialized skillsets – C2ABM squadrons, with no disrespect, meet neither of these criteria, and thus hazing has no place in these units.
When and Where
Implementing the concepts above into C2ABM squadron Roll Calls can improve unit cohesion, but only if the unit participates! To maximize impact, Roll Calls should be held often enough to bolster unit cohesion but rarely enough to not interfere excessively with squadron members’ personal lives – every 2-3 months is likely ideal. To further encourage participation and valuable post-Roll Call socializing, consider sometimes hosting Roll Calls at a downtown establishment rather than at the squadron heritage room. In addition to harkening back to WWII tradition, this offers squadron members the opportunity to imbibe and get home safely via ride-share services. The ride-share-driven erosion of designated driver (DD) culture makes drinking on base a less attractive prospect for younger members of the unit who may prefer to indulge to levels beyond what may be objectively considered wholly prudent. Considering this cultural shift, C2ABM squadrons have three options: compel attendance (which reduces enjoyment), accept lower attendance (which reduces cohesion), or meet people where they are.
Tactics Talks
In addition to relatively infrequent Roll Calls, C2ABM squadrons each host their own variant of a weekly “tactics talk,” where members of the squadron come together to brief and discuss a topic of tactical relevance. These events can improve squadron performance through the instruction provided during the talk and the cohesion built through shared experience. C2ABM squadron leadership should strongly encourage attendance at these events, as they serve to regularly reinforce squadron culture and cohesion. This involves being physically present, as leadership presence has been found to improve team performance more than leadership policies, while leaders who support tactics talks with only “do as I say” may be inadvertently undermining unit cohesion and culture. To further encourage participation among the younger generation, these should be scheduled to minimize impact on work-life balance. Friday afternoon, when “life” is on the mind, is unideal, even if beverages are provided. Instead, C2ABM squadron leaders may consider options like Friday morning (i.e., Tactics and Mimosas) or Thursday afternoon for a more traditional experience.
Collective Spaces
While structured events can shape C2ABM squadron culture, the culture is also largely driven by members’ daily experiences. C2ABM heritage rooms, which share many features associated with bars, can be a pleasant space to spend time and interact with squadron mates informally, whether to talk shop, debrief, or simply converse. These spaces can be made more enjoyable for morning activities by adding well-equipped coffee stations, and heritage room managers should pursue these upgrades with the same vigor they devote to bar-focused maintenance and improvement. These heritage room managers should also ensure the room is well-stocked with coffee, coffee accoutrements, beer/spirits, snacks, popcorn, and non-alcoholic beverages such as seltzer waters. Flight commanders and shop chiefs should explore opportunities to bring their teams to these locations when work allows, as sometimes happens in mid-morning when the initial deluge of tasks has slowed, or in the thirty minutes before the end of the duty day, when the idea of starting a new task is unappealing. Squadron leadership should encourage use of the space at these times by “turning on the beer light,” as this offers an opportunity to improve cohesion and morale while also recognizing that the younger generation craves this sort of social outlet during the workday. Culture is built daily. C2ABM squadrons should provide time and space for this culture to grow.
Conclusion
Strong culture drives cohesion, and cohesion drives performance – building cohesive C2ABM teams is not only good for morale; it improves warfighting readiness and output. Culture can be built through deliberate events, such as well-designed and well-attended Roll Calls and Tactics Talks, as well as through daily interactions in common areas designed to promote discussion. C2ABM squadron leadership at all levels, from the commander to the most junior NCO, should create positive environments where the squadron members, who ultimately create and exude the culture of the squadron, can foster a culture that precipitates cohesion and performance.
Lt Col Douglas “Opie” Foulk, USAF, is a Senior Air Battle Manager, currently on staff as a Legislative Affairs Officer at the United Stated Indo-Pacific Command. He previously served in various positions across multiple E-3G AWACS squadrons.
The views expressed are those of the author and do not reflect the official policy or position of the U.S. Air Force, Department of Defense, or U.S. government.
Photo by Luis Poletti on Pexels
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