In most leadership seminars, a lack of civility (degrading and criticizing other NPS offices, especially unfamiliar ones) was either noted by participants as routine at their worksite or was observed in the seminar (particularly early in the week). The behavior is believed to be pervasive, cultural, reinforced, and rewarded. During sessions on diversity, NPS stereotypes were examined and many destructive assumptions regarding other offices, other job classifications, or other work situations were discovered. These comments included WASO, DSC, SOs, DOI, the NLC, dual careers, big parks vs. little parks, central offices vs. the field, field vs. district offices, urban vs. rural parks, external vs. internal programs, eastern vs. western parks, rangers vs. maintenance, interpretation vs. resource protection, park police vs. the “real NPS,” and cannonball vs. natural parks.

Many people feel estranged from the organization. Many feel that they are not part of the vision and sense little respect or trust from others. Participants also noted that to tease and denigrate the other guy is not only culturally acceptable but actually is required in order to belong or get ahead. The feeling is much more widespread than most people realize or acknowledge.

RECOMMENDATIONS

• The National Park Service should expand understanding across career lines by ensuring that all employees are exposed to a wide variety of NPS employees in various career fields. This can be accomplished through details and training opportunities.
• The National Park Service should emphasize awareness of the NPS culture and critically evaluate the aspects of that culture that are positive and negative.
• NPS managers and supervisors should develop a greater respect and understanding of all the roles and functions required in the agency. Criticism must be presented in a more professional manner and be based on sound arguments.