This research explores the relationship between the United States Army’s communication strategy in knowledge management for officers and the desires of captains to continue serving beyond their service obligation. Amidst the current retention crisis (Winkie, 2023) at the captain rank, blame often falls on factors outside of the Army’s control. This research, however, seeks to investigate a factor within the Army’s control and offer workable solutions.
For this research, we will use the common definition of knowledge management (KM): the process of creating, capturing, and organizing knowledge within an organization in a way that improves efficiency. KM includes both explicit knowledge (i.e., past training events, deployments, lessons learned, Microsoft files used to help visualize and organize information) and implied knowledge (proper education on how to leverage US Army systems like Microsoft Teams, DTMS, Outlook, and many other function- specific systems).
At present, the Army evaluates and promotes captains and other ranks based on their potential to serve at the next higher position or rank (AR 623-3, 2019), and the few or often under-utilized systems make the transitions significantly more challenging. Officers are promoted and placed in positions of high stress and responsibility before they are ready, willing, or properly trained. The Army’s decisions are based on presumed leadership potential and intellectual abilities and not on formal education or training for the job, which diminishes performance and job satisfaction (Hoff, 2020).
Bridging the gap in the Army's KM systems and promotion systems demands a strategic communication approach in the context of formal education. Viewing the retention crisis among U.S. Army captains through a communication, formal education, and knowledge management lens unveils opportunities to reshape narratives, create space to drive tactical innovation, and develop targeted initiatives that foster a less stressful, more resonant, and fulfilling career trajectory for officers.
","abstract_html":"<p>This research explores the relationship between the United States Army’s communication strategy in knowledge management for officers and the desires of captains to continue serving beyond their service obligation. Amidst the current retention crisis (Winkie, 2023) at the captain rank, blame often falls on factors outside of the Army’s control. This research, however, seeks to investigate a factor within the Army’s control and offer workable solutions.</p> <p>For this research, we will use the common definition of knowledge management (KM): the process of creating, capturing, and organizing knowledge within an organization in a way that improves efficiency. KM includes both explicit knowledge (i.e., past training events, deployments, lessons learned, Microsoft files used to help visualize and organize information) and implied knowledge (proper education on how to leverage US Army systems like Microsoft Teams, DTMS, Outlook, and many other function- specific systems).</p> <p>At present, the Army evaluates and promotes captains and other ranks based on their potential to serve at the next higher position or rank (AR 623-3, 2019), and the few or often under-utilized systems make the transitions significantly more challenging. Officers are promoted and placed in positions of high stress and responsibility before they are ready, willing, or properly trained. The Army’s decisions are based on presumed leadership potential and intellectual abilities and not on formal education or training for the job, which diminishes performance and job satisfaction (Hoff, 2020).</p> <p>Bridging the gap in the Army's KM systems and promotion systems demands a strategic communication approach in the context of formal education. Viewing the retention crisis among U.S. Army captains through a communication, formal education, and knowledge management lens unveils opportunities to reshape narratives, create space to drive tactical innovation, and develop targeted initiatives that foster a less stressful, more resonant, and fulfilling career trajectory for officers.</p>","abstract_has_math":false,"creators":["Grudzinski, Lexis R."],"institution":null,"degree_name":"Communication - Communication Studies Track","degree_level":"Thesis","degree_discipline":"Communication Department","degree_department":null,"school":null,"contributors":["Dr. Ramesh Rao","Lieutenant Colonel Michael Wallace","Mr. Michael Nicholson"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2026,"date_issued":"2026-01-01T08:00:00Z","date_published":"2026-01-01T08:00:00Z","updated_at":"2026-07-24T01:45:25Z","subjects":["United States Army","Retention","Promotion Systems","Communication","Organizational Communication"],"languages":["English"],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"https://csuepress.columbusstate.edu/theses_dissertations/778","outbound_label":"Repository record","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Dr. Ramesh Rao","Lieutenant Colonel Michael Wallace","Mr. Michael Nicholson"]},{"key":"dc:creator","label":"Author","values":["Grudzinski, Lexis R."]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"thesis:degree_discipline","label":"Discipline","values":["Communication Department"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Thesis"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Communication - Communication Studies Track"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["United States Army","Retention","Promotion Systems","Communication","Organizational Communication"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["English"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["https://csuepress.columbusstate.edu/theses_dissertations/778"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["This research explores the relationship between the United States Army’s communication strategy in knowledge management for officers and the desires of captains to continue serving beyond their service obligation. Amidst the current retention crisis (Winkie, 2023) at the captain rank, blame often falls on factors outside of the Army’s control. This research, however, seeks to investigate a factor within the Army’s control and offer workable solutions.
For this research, we will use the common definition of knowledge management (KM): the process of creating, capturing, and organizing knowledge within an organization in a way that improves efficiency. KM includes both explicit knowledge (i.e., past training events, deployments, lessons learned, Microsoft files used to help visualize and organize information) and implied knowledge (proper education on how to leverage US Army systems like Microsoft Teams, DTMS, Outlook, and many other function- specific systems).
At present, the Army evaluates and promotes captains and other ranks based on their potential to serve at the next higher position or rank (AR 623-3, 2019), and the few or often under-utilized systems make the transitions significantly more challenging. Officers are promoted and placed in positions of high stress and responsibility before they are ready, willing, or properly trained. The Army’s decisions are based on presumed leadership potential and intellectual abilities and not on formal education or training for the job, which diminishes performance and job satisfaction (Hoff, 2020).
Bridging the gap in the Army's KM systems and promotion systems demands a strategic communication approach in the context of formal education. Viewing the retention crisis among U.S. Army captains through a communication, formal education, and knowledge management lens unveils opportunities to reshape narratives, create space to drive tactical innovation, and develop targeted initiatives that foster a less stressful, more resonant, and fulfilling career trajectory for officers.
"]},{"key":"dc:title","label":"Title","values":["The Effects of Inadequate Training on Knowledge Management Systems: Retention Crisis of Captains in the United States Army"]}]}],"canonical_facts":{"dc:contributor":["Dr. Ramesh Rao","Lieutenant Colonel Michael Wallace","Mr. Michael Nicholson"],"dc:creator":["Grudzinski, Lexis R."],"dc:description.abstract":["This research explores the relationship between the United States Army’s communication strategy in knowledge management for officers and the desires of captains to continue serving beyond their service obligation. Amidst the current retention crisis (Winkie, 2023) at the captain rank, blame often falls on factors outside of the Army’s control. This research, however, seeks to investigate a factor within the Army’s control and offer workable solutions.
For this research, we will use the common definition of knowledge management (KM): the process of creating, capturing, and organizing knowledge within an organization in a way that improves efficiency. KM includes both explicit knowledge (i.e., past training events, deployments, lessons learned, Microsoft files used to help visualize and organize information) and implied knowledge (proper education on how to leverage US Army systems like Microsoft Teams, DTMS, Outlook, and many other function- specific systems).
At present, the Army evaluates and promotes captains and other ranks based on their potential to serve at the next higher position or rank (AR 623-3, 2019), and the few or often under-utilized systems make the transitions significantly more challenging. Officers are promoted and placed in positions of high stress and responsibility before they are ready, willing, or properly trained. The Army’s decisions are based on presumed leadership potential and intellectual abilities and not on formal education or training for the job, which diminishes performance and job satisfaction (Hoff, 2020).
Bridging the gap in the Army's KM systems and promotion systems demands a strategic communication approach in the context of formal education. Viewing the retention crisis among U.S. Army captains through a communication, formal education, and knowledge management lens unveils opportunities to reshape narratives, create space to drive tactical innovation, and develop targeted initiatives that foster a less stressful, more resonant, and fulfilling career trajectory for officers.
"],"dc:identifier":["https://csuepress.columbusstate.edu/theses_dissertations/778"],"dc:language":["English"],"dc:subject":["United States Army","Retention","Promotion Systems","Communication","Organizational Communication"],"dc:title":["The Effects of Inadequate Training on Knowledge Management Systems: Retention Crisis of Captains in the United States Army"],"thesis:degree_discipline":["Communication Department"],"thesis:degree_level":["Thesis"],"thesis:degree_name":["Communication - Communication Studies Track"]},"updated_at":"2026-07-24T01:45:25Z"}