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The post cold war environment and reduced budgets have forced the military to implement acquisition reform. While the Department of Defense has achieved some success, the pace of reform is still relatively slow and some concern exists about the reform’s breadth and depth. The research presented here attempts to help matters by proposing core competencies for organizations undergoing change for acquisition reform.These core competencies are derived from a comparison of theory with actual practice. A discussion of possible change strategies shows various methods to achieve Lewin’s framework of organizational change: unfreezing the system, movement towards a new orientation, and refreezing new behaviors and attitudes.This work has been selected by scholars as being culturally important, and is part of the knowledge base of civilization as we know it. This work was reproduced from the original artifact, and remains as true to the original work as possible. Therefore, you will see the original copyright references, library stamps (as most of these works have been housed in our most important libraries around the world), and other notations in the work.This work is in the public domain in the United States of America, and possibly other nations. Within the United States, you may freely copy and distribute this work, as no entity (individual or corporate) has a copyright on the body of the work.As a reproduction of a historical artifact, this work may contain missing or blurred pages, poor pictures, errant marks, etc. Scholars believe, and we concur, that this work is important enough to be preserved, reproduced, and made generally available to the public. We appreciate your support of the preservation process, and thank you for being an important part of keeping this knowledge alive and relevant.
