I think the major index of any cultural change is behavioural change. It's often stated you have to change attitudes before you see the necessary behavioural change, but that isn't always the case. In fact, through the strong enforcement of the desired behavioural norms, you can change the behaviour first, and eventually the attitudes will move as well to be consistent with the behaviour that is deemed acceptable and desirable.
We use the indices of behavioural change as our primary measure of cultural change. We do that largely through personnel surveys. We survey people in the military, some would say almost to death, but it's the only way we can find out in an impartial and a relatively objective way how people view these particular changes, so surveys on harassment, surveys on the ethics program, and surveys on the efficacy of the policy and program provide very important measures to us about how we are doing.
In that vein, there was a survey sponsored by our chief of review services in 2005 in which members were surveyed about the policy on harassment and the program. There were some very encouraging results, to the effect, for example, that 90% of CF members indicated they had received some form of harassment awareness training. They saw the policy as clear and effective.
These were very strong indicators to us that we were doing the right thing. That really becomes the motivator for policy or program change. When you have large proportions of a population that are dissatisfied with a policy, program, or its application, that should be the signal that you have to do something about it. That is our primary measure of how we are doing and whether or not we're on the right track.