The Army, Navy and the Air Force decided to have a canoe race on the Potomac River. Each team practiced long and hard to reach their peak performance before the race. On the big day, the Navy won by a mile. Afterwards, the Air Force team became very discouraged and depressed. The officers of the Air Force team decided the reason for the crushing defeat had to be found: A "Metrics Team" made up of senior officers was formed to investigate and recommend appropriate actions. Their conclusion was that the Navy had eight enlisted rowing and one officer steering, while the Air Force had one enlisted rowing and eight officers steering. So the senior officers of the Air Force team hired a Consulting company and paid them incredible amounts of money. The consultants advised that too many people were steering the boat and not enough people were rowing. To prevent losing to the Navy again next year, the Air Force Chief of Staff made historic and sweeping changes: The rowing team's organizational structure was totally realigned to four steering officers, three area steering superintendents and one assistant superintendent steering officer. They also implemented a new performance system that would give the one airman rowing the boat greater incentive to work harder. It was called the "Rowing Team Quality Air Force Program," with meetings, dinners, and a three-day pass for the rower. "We must give the rower empowerment and enrichment through this quality program." The next year the Navy won by 2 miles. Humiliated, the Air Force leadership gave a letter of reprimand to the rower for poor performance, initiated a $4 billion program for development of a new joint service canoe, blamed the loss on design defects in the paddles and issued leather rowing jackets to the beleaguered steering officers in the hopes they would stay for next years race. Meanwhile, the Army team is still trying to figure out why the oars keep making divots in the dirt when they row.