2017 Working Papers

U.S. Naval War College U.S. Naval War College Digital Commons Women, Peace, and Security Events 8-2017 2017 Working Papers The U.S. Naval War College Follow this and additional works at: https://digital-commons.usnwc.edu/wps Recommended Citation Naval War College, The U.S., "2017 Working Papers" (2017). Women, Peace, and Security. 1. https://digital-commons.usnwc.edu/wps/1 This Book is brought to you for free and open access by the Events at U.S. Naval War College Digital Commons. It has been accepted for inclusion in Women, Peace, and Security by an authorized administrator of U.S. Naval War College Digital Commons. For more information, please contact [email protected]. The Next Decade: Amplifying the Women, Peace and Security Agenda August 10–11, 2017 Working Papers 2017 Conference All papers included in this publication are preliminary drafts. The views expressed in these papers are those of the authors and do not reflect the official policy or position of the Department of the Navy, Department of Defense, the U.S. Government, or the Naval War College. TABLE OF CONTENTS 2017 WOMEN, PEACE, AND SECURITY CONFERENCE WORKING PAPERS The Next Decade: Amplifying the Women, Peace, and Security Agenda Part I—Naval War College Papers: Bias, Physical Security, Female Special Operators Optimizing Workforce Success through Improved Leadership: Leading beyond the Bias Barrier CDR Lena Kaman, USN ................................................................................ 3 The Physical Security of Women: Implications for the Crisis in Ukraine CDR Alissa N. Clawson, USN........................................................................ 11 Not Just Enablers Anymore: Women in Special Operations Forces (SOF) MAJ Rachel Theisen, USA ............................................................................. 27 PART II—Current Topics Global and Military: Piracy, Cyber, Medical, Countering Violent Extremism. US Military: Mental Health, Social Treatment, Sexual Violence Prevention, Male Champions Don’t Marry a Pirate: Women’s Groups Deterrence of Pirate Actions Groups in Somalia Ben Lawellin and Michaela Monahan ........................................................... 47 "The Next Decade: Amplifying the Women, Peace and Security Agenda," Cyber Violence, Internet Recruiting and Links to Female Terrorism Selina Hayes................................................................................................... 53 Advancing Women, Peace and Security by Targeting Neglected Tropical Diseases MAJ Chelsea B. Payne, USAF, MC and LTC Andrew T. Allen, USAF, MC, SFS ......................................................... 57 Presence and Access: What Women Bring to the Countering Violent Extremism Fight LT Michaela Bilotta, USN.............................................................................. 65 Mental Health and Women in the Military Kate Hendricks Thomas, PhD........................................................................ 77 Making Change Out of Scandal COL Sheila M.Q. Scanlon, USMC (Ret) ........................................................ 89 UNSCR 1325 on Women, Peace and Security and Military Strategies for Prevention of Sexual and Gender-Based Violence during Conflict COL Carolyn J. Washington, USA (Ret) ....................................................... 99 So, You Want to Fight Violent Extremism in the Middle East? First, Fight Gender Inequality. Sarah Abdella-El Kallassy ............................................................................. 107 Not the Usual Suspects: Engaging Male Champions of Women, Peace, and Security Jolynn Shoemaker and Sahana Dharmapuri ................................................. 115 PART III—International: Somalia, Russia, Serbia, Africa A Bright Spot in the Face of Oppression, Nepali Women as a Resource for Regional Stability CDR Suzanna Brugler, USN .......................................................................... 125 Women, Peace and Security Experience in Russia: Historical and Current Trends Anna B. Davis ................................................................................................ 133 A Legacy of Participation: How Serbian Women Continue to Advance Their Inclusion and Create Lasting Peace and Security Nikoleta Sremac ............................................................................................. 145 Unwilling Brides, An Analysis on Sexual Terrorism in Africa Winona Hudak ............................................................................................... 153 PART IV—Information, Training, and Education: Stragic Presentation, Training Spain, Training NATO/PFP A Strategic Opportunity (Trifold Brochure) Neyla Arnis..................................................................................................... 167 New Horizons in the Training of Spanish Officers According to Gender Perspective MAJ Beatriz Berne Macipe, General Military Academy of Spain ................. 171 Gender Awareness Training: A Comparison of U.S. Military Units to NATO/PFP Military Units Elizabeth Owens Lape.................................................................................... 179 PART V—Government and Security Sector Reform: Spain, US Legislature, Mainstreaming Policy Women Ministers of Defense in Spain Míria Vílchez Vivanco.................................................................................... 197 Gender in Insecurity: Women Legislators and Military Budgets Celeste Beesley and Natalie W. Romeri-Lewis .............................................. 203 Opening the Door: The Role of Conflict in Security Sector Gender Reform Laura Huber................................................................................................... 215 OPTIMIZING WORKFORCE SUCCESS THROUGH IMPROVED LEADERSHIP: LEADING BEYOND THE BIAS BARRIER Lena Kaman Women, Peace, and Security Conference 2017 INTRODUCTION Diversity is a defining attribute of a successful organization. Corporate America and the United States military alike realized that what began as an ethical effort to curb discrimination led to a key talent management tool in creating a flourishing business model.1 While a homogenous all- white, all-male demographic dominated the professional setting a few decades ago, current corporate and government organizations are now reflective of a much broader demographic in their employee populations.2 Industry leaders value greater diversity in age, race, culture, religion, and gender identity groups for providing increased productivity, enhanced morale, and improved organizational effectiveness.3 In recognizing the strategic importance of diversity management, organizational leaders reshaped and redefined diversity policies. For example, Apple’s diversity policy advances the company’s belief that “individual backgrounds, perspectives, and passions help us create the ideas that move all of us forward.”4 As for the government sector, Department of Defense (DoD) policy states, “We gain a strategic advantage by leveraging the diversity of all members and creating an inclusive environment in which each member is valued and encouraged to provide ideas critical to innovation, optimization, and organizational mission success.”5 However, a specific area of diversity management across private and public sectors requiring greater attention is gender diversity. One barrier preventing the gender gap from closing completely is the unconscious gender bias. Formally defined as, “mental shortcuts based on social norms and stereotypes,” unconscious biases are innate to peoples’ thought patterns.6 They influence behavior without conscious knowledge. In addition to gender, biases can involve race, weight, religious preference, nationality, a name, an accent, marital status, and any other defining attribute of a 1 David Thomas and Robin Ely, “Making Differences Matter: A New Paradigm for Managing Diversity,” Harvard Business Review, accessed January 30, 2017, https://hbr.org/1996/09/making-differences-matter-a-new- paradigm-for-managing-diversity. 2 Ibid. 3 Lena Buettner, “An Exploratory Analysis of Professional and Lifestyle Factors Influencing Female Aviator Career Decision Choices,” (unpublished manuscript to fulfill master’s graduate capstone requirements, Embry- Riddle Aeronautical University, 2011), 1. 4 “Inclusion & Diversity,” Apple Inc., accessed June 30, 2017 at https://www.apple.com/diversity/. 5 Department of Defense, “Diversity and Inclusion Strategic Plan 2012-2017”, 2012, accessed January 30, 2017 at http://diversity.defense.gov/Portals/51/Documents/DoD_Diversity_Strategic_Plan_%20final_as%20of%2019 %20Apr%2012%5B1%5D.pdf. 6 Horace McCormick, “The Real Effects of Unconscious Bias in the Workplace,” 2. 3 2017 Women, Peace, and Security Conference Working Papers person. Biases cause people to inadvertently favor one demographic group over another.7 Unconscious gender biases sneak into the workplace environment, causing leaders, both male and female, to make decisions that positively influence men to the detriment of women counterparts. Organizations, both corporate and military, have identified leadership support of workforce diversity, including gender diversity, as necessary for operational success. Unconscious gender biases undermine organizational progress that has been achieved through federal legislative action and diversity policy initiatives. Therefore, it remains incumbent upon leadership to recognize and confront the unconscious gender bias barrier as one means of maintaining a viable, high-quality, diverse

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