A different Air Force; Cultural diversity at large Published Aug. 29, 2008 By Staff Sgt. Jermey Lawley Equal Opportunity Office FE WARREN AFB, WYO. -- The Air Force and DoD's policies promote diversity among their members and demand the use of Airmen based on merit, skills, abilities and performance -- not by the color of their skin, sex or national origin. These policies help the Air Force to become one of the most culturally diverse organizations in the world. To make the most of this strength, we need to recognize and embrace the cultural differences that make up the Air Force, understand how cultural diversity plays an important role in strengthening an organization, and how diversity was effectively used in the past by the military. The Air Force is a first experience for many Airmen to work and socialize with a diverse group of talented people. Although most Airmen are from different areas, backgrounds and cultures, everyone is striving to achieve the same goal of protecting and sustaining the United States and its way of life through mission accomplishment. Because of this, some want to use the "all I see is blue" theory, where everyone blends together under the auspice of the Air Force. However, uniqueness is a great strength for the Air Force and is used to create new ideas and different ways to solve problems and promote camaraderie. In turn, we should respect and realize the differences of our Airmen and use their many talents accordingly. Everyone in the Air Force should come together for the common purpose of defending this country and way of life without losing their unique identity in doing so. One way to truly epitomize the core value of "excellence in all we do," Air Force members, from junior enlisted to commanding officers, need to embrace the differences and uniqueness of all Airmen and use their distinctive skills and ideas. Airmen from different geographic areas, ethnicities and age groups create a pool of knowledge that is unique and brings more to the table than any one group may possess. To manage diversity correctly, the Air Force needs effective leaders who value ideas from individuals of various backgrounds and realize that using diversity is an operational necessity. The history of the military is full of significant contributions from minorities and diverse people. One of the most important examples is the Navajo code talkers. The military embraced this culture, which was not only unknown to the rest of the world, but mostly unknown to the country it helped defend. The code talkers took part in every assault the Marines conducted in the Pacific front 1942 to 1945. Another great example is the legendary Tuskegee Airmen. The Tuskegee Airmen were committed, unwavering young men who enlisted to become America's first black military Airmen, during a time when there were many people who thought black men lacked intelligence, skill, courage and patriotism. They came from every section of the country and possessed a strong personal desire to serve the United States with their best ability, even though the country was not doing the same for them. If it were not for leadership who had the vision and fortitude to reach out and use the unique skills of these two underappreciated, yet important racial groups, our military might not have been as successful in World War II. "The United States Air Force, and the United States military at large, cannot afford to operate in any other way that to be respectful of cultural differences," said Lt. Gen. Roger Brady, Air Force deputy chief of staff personnel. "We must respect each other and respect and understand our coalition partners who may be of deferent cultures. It's not only the right thing to do, it's an operational imperative."