Professionally converted for accurate flowing-text e-book format reproduction, this study examines the reaction of a group of senior Army Officers to Robert S. McNamara as a transformative Secretary of Defense from 1961 to 1968. It explores, in historical context, a recurring phenomenon that will presumably take place again. It seeks to shed light on how environmental scanning, decision making and the human dimension of strategic leadership can impact institutions.

Strategic leaders usually encounter friction when attempting to transform institutions and policies. This opposition often comes from subordinate strategic leaders within the institution. Seeing themselves as protectors of proven policies and practices, which have served the nation well, these leaders often defend against change. Transformative Secretaries of War/Defense from John Calhoun and Jefferson Davis through Elihu Root and Donald Rumsfeld have encountered resistance while attempting to transform their departments.