ABSTRACT
This chapter focuses specifically on the research findings of leadership actions that moved institutions to recognize the need for and then to provide special services for student veterans and service members (SVSM). As SVSM were voicing concerns that the institution was not providing the services or support necessary for SVSM 'to survive' and 'move forward', Glen was bringing together leaders across campus to make recommendations on what the institution should do to better support SVSM. Mistrust between SVSM and student affairs practitioners, higher education administrators, faculty, and staff creates barriers. Other barriers to effective SVSM transition included offering little opportunity for them to immerse with each other, or even having practices and space policies that prevent such immersion. At research-extensive institution (RI) complex problem solving led to institutionalizing systems that increased the compositional diversity, changed the historical legacy of inclusion for SVSM, influenced the psychological and behavioral climates, and altered the organizational diversity.
