rganizational culture is as common a topic in the arena of workforce development as climate change is in the news. Much like climate change, organizational change occurs over decades, and there is great debate over which factors have contributed and to what extent. In 2015 the U.S. Air Force recognized the need to change its culture in the wake of much-publicized sexual assaults (U.S. Department of Defense, 2014b). The outcome of the 2015 Air Force Sexual Assault Prevention and Reporting (SAPR) Summit was a call for a new approach to teaching sexual-assault prevention throughout the Air Force. The director of the Air Force Sexual Assault Prevention Office recommended redesigning training from awareness to action, and from identifying negative behaviors to emphasizing the positive behaviors the Air Force wishes to reinforce (G. M. Grosso, personal communication, 2015). The U.S. Air Force proclaims an organizational culture that promotes and protects individual dignity and mutual respect among its members (Wright, 2014). However, sexual assaults harm that culture and lead to higher medical costs, diminished readiness, and lower retention. These trends are why SAPR education receives significant attention from senior leaders (Hagel, 2015). Previous SAPR awareness programs that focused on negative behaviors failed to foster a culture of dignity and respect. This failure was evident in the sexual assault crises that occurred in 2014. Organizational cultures can be changed through training intervention and thereby impact member performance (Watkins & Leigh, † The views expressed by the authors are their own and do not necessarily represent those of the U.S. Air Force.