The USAF is experiencing a widespread retention problem. Although the pilot shortage has been the most publicized issue, the USAF is suffering retention problems in 49 other career fields. Understanding why these Airmen chose to leave has confounded USAF senior leaders for years. Surveys, interviews, and climate assessments aimed at exposing the underlying factors driving poor retention have revealed high administrative and additional duty workloads, under-manning, decreased readiness, a decreased emphasis on warfighting, disconnection from the operational mission, and a decline in mission support and sustainment. From a broader perspective, the USAF retention problem is a lagging indicator of an underlying, widespread depression in morale. Since morale is a psychological phenomenon, the solution should come from the application of psychological principles. This thesis examined USAF organizational structure below the wing level from a group dynamics perspective to explain the sources of friction between groups and the resulting impact on morale. The analysis exposed misaligned unit cohesion, complicated by in-group bias and outgroup derogation. The analysis suggests several organizational changes that will enhance unit cohesion and strengthen the Airmens sense of purpose. Although this research focused on the USAF, the core principles of group cohesion and the logic of analysis are transferable to other components and can inform joint training concepts to enhance group cohesion within the joint force.