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|a Using EPIC to find conflicts, inconsistencies, and gaps in Department of Defense policies
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|a The authors present a framework and methodology to identify the roles and responsibilities (R & R) of those implementing Department of Defense policies and also potential conflicts, ambiguities, gaps, inconsistencies, and redundancies in those policies. They introduce a new software tool that automates one step of the methodology-EPIC-and demonstrate its use with three case studies to illustrate the technique and also the tool's flexibility. EPIC allows analysts to efficiently analyze multiple policy documents to detect potential conflicts in policy early on, thereby allowing policy developers to focus their attention on the need for clarification and, possibly, changes in policy. The authors relate executive positions to R & R and the products that result from their execution. If it can be shown that more than one actor is assigned to take the same action on the same product, then a potential conflict exists in the body of policy. If, on the other hand, no executive is assigned to take action on a product, then there is a potential gap in the body of policy. Use of this new tool will result in better and more consistent defense policy
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|a The authors present a framework and methodology to identify the roles and responsibilities (R & R) of those implementing Department of Defense policies and also potential conflicts, ambiguities, gaps, inconsistencies, and redundancies in those policies. They introduce a new software tool that automates one step of the methodology-EPIC-and demonstrate its use with three case studies to illustrate the technique and also the tool's flexibility. EPIC allows analysts to efficiently analyze multiple policy documents to detect potential conflicts in policy early on, thereby allowing policy developers to focus their attention on the need for clarification and, possibly, changes in policy. The authors relate executive positions to R & R and the products that result from their execution. If it can be shown that more than one actor is assigned to take the same action on the same product, then a potential conflict exists in the body of policy. If, on the other hand, no executive is assigned to take action on a product, then there is a potential gap in the body of policy. Use of this new tool will result in better and more consistent defense policy
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The authors present a framework and methodology to identify the roles and responsibilities (R & R) of those implementing Department of Defense policies and also potential conflicts, ambiguities, gaps, inconsistencies, and redundancies in those policies. They introduce a new software tool that automates one step of the methodology-EPIC-and demonstrate its use with three case studies to illustrate the technique and also the tool's flexibility. EPIC allows analysts to efficiently analyze multiple policy documents to detect potential conflicts in policy early on, thereby allowing policy developers to focus their attention on the need for clarification and, possibly, changes in policy. The authors relate executive positions to R & R and the products that result from their execution. If it can be shown that more than one actor is assigned to take the same action on the same product, then a potential conflict exists in the body of policy. If, on the other hand, no executive is assigned to take action on a product, then there is a potential gap in the body of policy. Use of this new tool will result in better and more consistent defense policy |
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Using EPIC to find conflicts, inconsistencies, and gaps in Department of Defense policies Carolyn Wong, Daniel Gonzales, Chad J.R. Ohlandt, Eric Landree, John Hollywood, Santa Monica, CA RAND 2013, 1 Online-Ressource (xxii, 63 pages), Text txt rdacontent, Computermedien c rdamedia, Online-Ressource cr rdacarrier, Technical report Using EPIC to find conflicts, inconsistencies, and gaps in Department of Defense policies, "RAND National Defense Research Institute, "This research was conducted within the Acquisition and Technology Policy Center (ATPC) of RAND National Defense Research Institute"--Preface, Includes bibliographical references (pages 61-63), The authors present a framework and methodology to identify the roles and responsibilities (R & R) of those implementing Department of Defense policies and also potential conflicts, ambiguities, gaps, inconsistencies, and redundancies in those policies. They introduce a new software tool that automates one step of the methodology-EPIC-and demonstrate its use with three case studies to illustrate the technique and also the tool's flexibility. EPIC allows analysts to efficiently analyze multiple policy documents to detect potential conflicts in policy early on, thereby allowing policy developers to focus their attention on the need for clarification and, possibly, changes in policy. The authors relate executive positions to R & R and the products that result from their execution. If it can be shown that more than one actor is assigned to take the same action on the same product, then a potential conflict exists in the body of policy. If, on the other hand, no executive is assigned to take action on a product, then there is a potential gap in the body of policy. Use of this new tool will result in better and more consistent defense policy, United States Department of Defense Personnel management Data processing, United States Department of Defense Officials and employees Selection and appointment, United States, Manpower United States, Manpower, Military & Naval Science, Law, Politics & Government, Military Administration, POLITICAL SCIENCE ; Political Freedom, Personnel management ; Data processing, Electronic books, Wong, Carolyn 1952- VerfasserIn (DE-588)131844857 (DE-627)515800163 (DE-576)268028915 aut, Ohlandt, Chad J. R. VerfasserIn aut, Gonzales, Daniel VerfasserIn aut, Landree, Eric VerfasserIn aut, Hollywood, John S. VerfasserIn aut, Acquisition and Technology Policy Center oth, Rand Corporation oth, United States Navy oth, 0833076760, 9780833076762, Available in another form 9780833076762, Available in another form 0833076760, http://www.jstor.org/stable/10.7249/j.ctt4cgdw6 X:JSTOR Verlag kostenfrei Volltext, https://www.jstor.org/stable/10.7249/j.ctt4cgdw6 X:JSTOR Verlag kostenfrei, DE-L189 epn:3589526173 2020-02-07T13:53:18Z, http://www.jstor.org/stable/10.7249/j.ctt4cgdw6 DE-540, DE-540 epn:3372577787 2019-04-04T10:43:32Z, http://www.jstor.org/stable/10.7249/j.ctt4cgdw6 DE-D117, DE-D117 epn:3372578120 2018-10-15T14:42:18Z, http://www.jstor.org/stable/10.7249/j.ctt4cgdw6 LFER, LFER epn:3372578201 2018-03-15T16:12:19Z |
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Wong, Carolyn, Ohlandt, Chad J. R., Gonzales, Daniel, Landree, Eric, Hollywood, John S., Using EPIC to find conflicts, inconsistencies, and gaps in Department of Defense policies, The authors present a framework and methodology to identify the roles and responsibilities (R & R) of those implementing Department of Defense policies and also potential conflicts, ambiguities, gaps, inconsistencies, and redundancies in those policies. They introduce a new software tool that automates one step of the methodology-EPIC-and demonstrate its use with three case studies to illustrate the technique and also the tool's flexibility. EPIC allows analysts to efficiently analyze multiple policy documents to detect potential conflicts in policy early on, thereby allowing policy developers to focus their attention on the need for clarification and, possibly, changes in policy. The authors relate executive positions to R & R and the products that result from their execution. If it can be shown that more than one actor is assigned to take the same action on the same product, then a potential conflict exists in the body of policy. If, on the other hand, no executive is assigned to take action on a product, then there is a potential gap in the body of policy. Use of this new tool will result in better and more consistent defense policy, United States Department of Defense Personnel management Data processing, United States Department of Defense Officials and employees Selection and appointment, United States, Manpower United States, Manpower, Military & Naval Science, Law, Politics & Government, Military Administration, POLITICAL SCIENCE ; Political Freedom, Personnel management ; Data processing, Electronic books |
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501122362 |
| title |
Using EPIC to find conflicts, inconsistencies, and gaps in Department of Defense policies |
| title_auth |
Using EPIC to find conflicts, inconsistencies, and gaps in Department of Defense policies |
| title_full |
Using EPIC to find conflicts, inconsistencies, and gaps in Department of Defense policies Carolyn Wong, Daniel Gonzales, Chad J.R. Ohlandt, Eric Landree, John Hollywood |
| title_fullStr |
Using EPIC to find conflicts, inconsistencies, and gaps in Department of Defense policies Carolyn Wong, Daniel Gonzales, Chad J.R. Ohlandt, Eric Landree, John Hollywood |
| title_full_unstemmed |
Using EPIC to find conflicts, inconsistencies, and gaps in Department of Defense policies Carolyn Wong, Daniel Gonzales, Chad J.R. Ohlandt, Eric Landree, John Hollywood |
| title_short |
Using EPIC to find conflicts, inconsistencies, and gaps in Department of Defense policies |
| title_sort |
using epic to find conflicts inconsistencies and gaps in department of defense policies |
| title_unstemmed |
Using EPIC to find conflicts, inconsistencies, and gaps in Department of Defense policies |
| topic |
United States Department of Defense Personnel management Data processing, United States Department of Defense Officials and employees Selection and appointment, United States, Manpower United States, Manpower, Military & Naval Science, Law, Politics & Government, Military Administration, POLITICAL SCIENCE ; Political Freedom, Personnel management ; Data processing, Electronic books |
| topic_facet |
United States, Personnel management, Data processing, Officials and employees, Selection and appointment, Manpower, Military & Naval Science, Law, Politics & Government, Military Administration, POLITICAL SCIENCE ; Political Freedom, Personnel management ; Data processing, Electronic books |
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http://www.jstor.org/stable/10.7249/j.ctt4cgdw6, https://www.jstor.org/stable/10.7249/j.ctt4cgdw6 |
