582 Occupational Health Psychology
she slowed production while learning the team•s unique pro-
cedures taught by the group being disrupted and became a
threatening symbol of what could happen to the others.
The propulsion directorate, with approximately 3,500 em-
ployees, was the next group to be scrutinized for reductions.
Faced with a declining number of opportunities and open-
ings, workers still maintained high levels of production. One
stabilizing line of thought had been that the presence of
Boeing would act as a catalyst for drawing a major engine
company to the area. This was subsequently reinforced by
an agreement with Lockheed Propulsion and Tinker AFB.
This agreement kept some of the engine work in San Antonio;
however, once again, the number of employees exceeded the
number of possible jobs.
The results of the RIFs and the various separations ap-
peared to have a rather negligible initial impact. The workers
remained optimistic, and production rates and job perfor-
mance remained high. However, the •whisper network,Ž a
term coined by the base chaplain, was beginning to indicate
an increase in concerns, worries, and strains that resulted
in an exacerbation of potential negative stress reactions. The
existing network of base and community service providers
was organized to address relevant issues and to attempt to
buffer the impact of negative stressors.
Service-Oriented Networks
A number of service-oriented networks focused on the needs
of Kelly personnel and assisted them in meeting their objec-
tives for a successful transition. A nonexclusive number of
key base and community agencies included the Kelly Action
Information Board, the Integrated Delivery System team, the
Chaplain Of“ce, the Civilian Employee Transition Of“ce,
and the Kelly chapter of the United Way.
The Kelly Action Information Board
The Kelly Action Information Board (KAIB) was a cross-
functional structure composed of a variety of necessary base
and community organizations whose main purpose was to
disseminate information and provide guidance to programs
relevant to base closure. It was similar to the change manage-
ment team as outlined by Adkins (1998). The KAIB was
chaired by the installation vice commander, which re”ected
the degree of importance associated with the welfare of the
Kelly community.
The Integrated Delivery System Team
The Integrated Delivery System (IDS) team was the main
working group of the KAIB. Its purpose was to coordinate all
preventive, educational programs aimed at individual and
family well-being and to ensure there were no redundancies
or gaps in available programs and services. The OHP psy-
chologist, as the designated representative of the installation
commander, chaired the IDS. A major goal of the group was
to facilitate the integration and implementation of all neces-
sary services, resources, and support activities to meet the
needs of the Kelly military and civilian population during
the transition of base realignment and closure. It was highly
preferred that IDS interventions be as proactive and preven-
tive as possible. This required a sensor system that would
provide an accurate assessment of workforce needs and per-
ceptions. By assessing these perceptions, workforce concerns
could be addressed at an earlier stage and healthier decision
options could be offered and implemented. A major concern
was in acquiring relevant, usable data from the workforce.
Thus, IDS objectives were to determine the needs of individ-
ual subgroups, increase the awareness of available services,
and de“ne roles and responsibilities for those services.ChaplainsThe role of the chaplain•s of“ce in service delivery was in-
dispensable. The chaplains were viewed by the workforce as
individuals who could maintain con“dence of shared infor-
mation. Talking with a chaplain was viewed as acceptable in
terms of self-disclosure when events become increasingly
dif“cult. A great deal of relevant information was obtained
through the whisper network, by which unof“cial ”oor infor-
mation was conveyed throughout the workforce. This net-
work conveyed valid information as well as rumor. It
revealed the perceptions of the workers and was essential in
lending credibility to organizational offerings.The Civilian Transition OfficeThe Civilian Transition Of“ce (CT O), a department of the
Civilian Personnel Of“ce, provided various developmental
workshops and services designed to help employees enhance
their marketability as they transitioned from Kelly to other
employment. The CTO also acted as a networking link to nu-
merous outside sources and systems to provide awareness of
opportunities available to the workforce. The CTO covered
four functional areas: transition assistance program, career
counseling, permanent change of station, and supervisor
feedback surveys.
The Civilian Personnel Of“ce held a view to the future
and deliberately focused on the importance of the overall
base mission. They very quickly obtained training grants,
outlined timetables of events and outcome expectations, and
provided detailed monthly newsletters, which earned them a