An organization's mission, vision, and values are just words-intangible concepts, unactionable directives, and inconsequential thoughts. Without the emphasis, energy, and a defined process and framework, the words have little meaning to the organization. Task Force 62 created this organizational vision and communications strategy through a tested model based on Kaplan and Norton's continuing studies on organizational strategy. The task force accomplished its strategy only by overcoming the most difficult hurdle in changing organizational culture-accepting change. Over time, the staff evolved from compliance to commitment to the culture of process improvement and organizational introspection. We could do this because the climate during our weekly reviews was not punitive or defensive, but collaborative and challenging. We also saw the value added to our unit and task force growth and development and, in the process, learning and development as individuals. Future medical task forces will have the ability to gain ground and develop this model for conclusion. As the Army Medical Department (AMEDD) continues to develop and refine lessons learned, the CHSS model presented here can be the foundation for the AMEDD and DoD's vision in the creation and modification of schoolhouse programs of instructions and doctrine to be relevant to the maturing combat theater of operations.