Installations responsible for the initial beddown of the B-21 will face immense cultural challenges in the transition from a purely conventional outlook to one that embraces the unnegotiable tenets of nuclear surety, in conjunction with conventional taskings. The requisite expertise does not currently exist organically in the affected wings, particularly in areas of training, education, personnel, and most importantly, leadership. AFGSC and the nuclear enterprise writ large much reframe their approach to addressing these shortcomings in a comprehensive, deliberate manner to ensure a robust cultural foundation of nuclear surety to guarantee the continued credibility of sixth-generation nuclear weapons systems like the B-21.
- Bueker, Lt. Col. Charles, "Key Measures of Integrated Deterrence," AF Fellows paper, 2024, 4 pgs.
- Provides historical context for the cultural challenges within the nuclear enterprise, emphasizing why a robust cultural foundation of nuclear surety is non-negotiable. How it answers the theme: The author points to the 2007 incident where nuclear warheads were accidentally transferred—a direct result of a deteriorating focus on nuclear surety—which ultimately led to the creation of AFGSC. The paper uses this to argue that as the U.S. modernizes its forces, policymakers and military leaders must proactively strengthen institutions focused on nuclear matters to prevent the decay of the "cornerstone" of American defense.
- Loup, Maj. Chad A., "Sustaining the Unsustainable: Conventional Operations and Air-Delivered Nuclear Deterrence," AFGC thesis, 2025, 55 pgs.
- Deeply analyzes the "dual-use dilemma" facing the Air Force's bomber fleet (including the incoming B-21 Raider), focusing specifically on the tension between fulfilling conventional operational demands and maintaining strict nuclear readiness. How it answers the theme: The author explains that prioritizing conventional deployments has degraded the institutional capacity, manpower, and "nuclear-specific readiness" of bomber units, leading to a culture that normalizes risk and defers nuclear training. To address these shortcomings and ensure credible deterrence, the paper argues that AFGSC and Air Force leadership must reframe their approach by enforcing strict "nuclear windows" to protect nuclear training, stabilizing nuclear human capital (personnel and leadership), and embedding nuclear-centric risk into all routine operational decisions.
- Nelson, Col. Jared C., "A Leadership Defibrillator: Restarting the Heart of ICBM Squadrons," AWC Strategic Studies paper, 2019, 28 pgs.
- Nelson addresses the nuclear enterprise's cultural challenges by diagnosing how an unrealistic "culture of perfection" and a heavy reliance on micromanagement (termed "siloed leadership") led to a toxic environment and severe integrity crises, such as the 2014 missileer cheating scandals. To address these leadership shortcomings and build a robust foundation for the nuclear enterprise, Nelson argues that AFGSC must comprehensively reframe its approach by adopting "situational leadership" and the principles of mission command, which will empower Airmen, foster strategic thinking, and heal the cultural atrophy within nuclear squadrons.
- Raymond, Lt. Col. William D., "Bomber in a 'BOCS.' Is It Worth It?" AFGC thesis, 2024, 36 pgs.
- Addresses the specific challenges AFGSC faces when trying to balance conventional Agile Combat Employment (ACE) operations with the stringent requirements of nuclear deterrence for its bomber fleet, particularly as it prepares to modernize with the B-21. How it answers the theme: The paper highlights that attempting to fulfill conventional taskings with "multi-capable Airmen" can lead to dangerous skill dilution in the highly technical areas essential for nuclear security, safety, and readiness. To build a robust foundation, the author recommends that AFGSC expand dedicated training programs tailored specifically to bomber and nuclear operations, ensuring that personnel have the requisite expertise to support both conventional agility and unnegotiable nuclear readiness.
- Sheets, Col. John, "Culture of Engagement," AWC Strategic Studies paper, 2018, 37 pgs.
- Sheets answers this by detailing how a lack of leadership engagement, severe micromanagement, and a growing aversion to risk created a massive morale crisis that eroded trust and confidence in the Air Force's nuclear force. To address these systemic shortcomings and restore the credibility of the nuclear enterprise, Sheets explains how AFGSC had to overhaul its culture using the Force Improvement Program (based on John Kotter’s Accelerate! organizational change model); this approach deliberately reframed the command's culture by relying on aggressive internal and external communication, transparent leadership engagement, and empowering grassroots Airmen to propose solutions.