| Summary: | Under a charter from the Chairman of the Joint Chiefs of Staff, the author participated
in a study of the military's behavioral health system for the purpose of determining
the means and effectiveness of that system for the treatment of PTSD and related
conditions. This work focuses on the architecture and means of control over the
existing arrangement of semi-independent enterprises, organized into functional
work groups that necessarily collaborate to provide a full spectrum of behavioral
health services to service members and their families.
The author suggests a rearrangement of the system architecture to enable integrated
work across organizational boundaries in order to reduce waste generated through
structural inefficiencies. Implementation of network architecture and control relies
heavily on the development of shared strategic objectives that direct network
processes in supporting overall organizational goals. Further, performance
measurement systems and stakeholder behavior change through use of incentives
are used as the drivers of inter-enterprise process development. Finally, a
governance structure, focused on development of integrative processes and
outcomes is established to foster inter-organizational relationships, direct process
improvement, and resolve system conflicts.
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