IT'S ALL ABOUT CULTURE 27 first culture. Sooner or later they come to the same realization you did in the earlier scenario: the basic assumption about what's important is inaccurate. Actions taken under this wrong assumption will, neces- sarily, rock the boat to some extent. Veterans can interpret this discon- nection from mission as a lack of integrity on the part of the civilian organization. As an officer in the U.S. Army 7 says, ``Mission has to be broadcast all the way down to the janitor and, in the military, it is. On the other hand, I've had civilian managers say, `Don't worry about all that. Just focus on what you're supposed to be doing right now.' '' Culture and Organizational Context Compared to the military, many civilian organizations appear to have a loose structure that can look uncoordinated or even chaotic. Military service members are trained to bring order to chaos. How? By impos- ing command-and-control leadership. After all, in the military, ``chaos''