Integration of women in combat units, if done well, will not have a detrimental effect on combat readiness, according to a new study, but its and success — or failure — will largely depend not on the women, but on the men.
That is the findings of anThe independent, Marine Corps-sponsored study, "Implications of Integrating Women into the Marine Corps Infantry," titled "Study Examines Implications of Integrating Women Into the Marine Corps Infantry." It was published Dec. 3 by Rand Corp., a Washington, D.C., think tank.
The study, rReleased two days after the Pentagon announced it would open all jobs to women, the study recommendsed that integration of female Marines into the infantry be a phased effort that — at least initially — is confined to a few specific units. It pinned successful integration on leadership, cohesion-building activities, and time.
Investigators said they expect women to have higher attrition levels and fewer months of infantry service. This comes as no surprise to the Corps. The months-long Ground Combat Element Integrated Task Force experiment, which wrapped up in July, saw a number of female Marines dropped or sidelined due to injury. Male Marines far outperformed the remaining women in a variety of tasks. Women were slower, fired their weapons with less accuracy and were more susceptible to injury, data showed. Two months later, then-Commandant Gen. Joseph Dunford requested certain jobs in the Marine Corps remained closed to women. But Defense Secretary Ash Carter, with the backing of Navy Secretary Ray Mabus, decided otherwise.
RandAND researchers said numerous studies of recently integrated units suggest a unit’s attitude, rather than the females’ capabilities, will be the greatest threat to unit cohesion, readiness, and morale. The 215-page report provided a number of recommendations to mitigate negative effects and increase the acceptance of women. P, and proactive leadership topped the list.
Integrated units must have transformational leaders who move Marines beyond self-interests for the good of the unit, the report statedsaid. Studies have found women perform better when they are respected and treated as equals. In addition, well-defined and clearly communicated sexual harassment policies are a must. Sexual harassment increases in a culture of "hypermasculinity," the report noted. Though it the report did not classify infantry units as such, the aggressive nature bravado of grunt units is no secret. Roughly 9 percent of enlisted Marines are designated as a rifleman; another 7 percent hold another infantry military occupational specialty. While 21 percent of women across the armed services female service members report being sexually harassed, 27 percent of female Marines report the same.
If As hostility toward women increases, overall unit cohesion measurably decreases, according to Rand. Conversely, a calculated reduction of hypermasculinity in gender-integrated units is not detrimental to unit performance.
The study also called for phased integration within an unspecified, but low, number of units. This would allow integration to occur gradually alongside training, and facilitate "frequent status checks and course corrections," as the integration effort is expected to change and mature as it expands to more units.
This approach is seen as a best-case scenario for professional development as it allows the fewer units to hit "critical mass." the concept that experiences of a minority changes as their numbers increase.
"Women generally perform better in groups in which they are not the only woman in the group, but the optimal proportion of women for group cohesion is not clear from the existing research," according to the report said. But "assigning women in groups of a sufficient size does seem to increase their satisfaction and success — particularly in occupations that have small numbers of women.
Not all of the women in the integrated unit will be grunts. Non-infantry female Marines, for example, administrative clerks, will be able to lateral move into combat deployable, or "victor," units, though they will likely have to meet similar standards fitness standards as their male counterparts. This would require that put mentoring mechanisms be put into place in the schoolhouse and infantry unit through which female noncommissioned officers and officers could help can ensure that women were represented at other than the most junior ranks other the most than private. This will facilitate mentorship and provide an opportunity for seasoned female Marines women warriors who want to take up the challenge without making a lateral move.
The ratios of mentors-to-Marines, and women-to-men, remain to be determined. A single, rigid standard may be "difficult and counterproductive." The Rand aAnalysts instead recommended the Marine Corps experiment with various gender mixes for infantry units of varying sizes to determine the optimal mix.
It is likely they will have plenty of time to do so. Data suggests growth will be fairly slow, and could take upwards of 10 years to level off. Female Marines currently make up about 7 percent of the Corps (although Navy Secretary Ray Mabus has said he wants that number closer to 25 percent). It would take 15 years for For women females to comprise 8 percent of the Marine infantry would take 15 years if 400 women sign up females enlist for an infantry training annually and 75 percent make it, an attrition rate analysts called "quite optimistic."
"Although Marine Corps leaders need to be cognizant of potential problems early in the integration process, research suggests that early difficulties with integration do not purport longer-term failure," according to the report, which included analysis of previous integration efforts, foreign militaries in which women serve in combat roles, the performance of non-combat units that include women, and national fire and police forces.
Targeted recruitment and retention policies that attract women into combat arms occupations and retain them are critical elements of success. Researchers suggested an array of retention measures, including everything from flexible workplace policies and childcare resources, and the implementation of procedures to to procedures that ensure women receive equal training and promotion opportunities.
Staff writer Gina Harkins contributed to this report.
