Because senior leadership fires them when they oppose stupid ideas.
This whole witch-hunt isn't really serving the purpose it is intended to. You know what I think will happen? I think you will succeed beyond your wildest dreams in making the Air Force a purely professional organization, like any civilian company. When I worked for civilian companies (I joined the Air Force late, through OTS), I did not hang out with my co-workers. I did not mentor them, they did not mentor me. If I had a problem at home, I didn't say a word about it to my co-workers. None of my civilian co-workers, aside from my immediate boss, knew my wife was pregnant (and my boss only knew because I needed a day off for one of her medical appointments).
You say you want us to be super-professional...ask yourself if this is really the Air Force you want to build. Next time you see hand-wringing over fighter pilot retention, ask yourself why so many people are so eager to quit a job that most Americans would love to do for free, despite a 6-figure retention bonus. Why is morale so low? Well, you've got a whole group of people here that are telling you exactly why morale is so low. Shall I enumerate them for you?
1. One size fits all policies. Or, as I've said before, "If you can't do something smart, do something visible". The Wilkerson case and the Smith case generated some bad press for us in front of congress. The result is that we've done these sweeping inspections and destroyed a lot of heritage in the process, not because it will solve the problem but in the name of showing civilian leadership that we've done SOMETHING. How successful has it been, I wonder? Are reports of sexual assault up, or down, since the purges?
2. In line with number 1, senior leaders have destroyed any ability for SQ/CC and below to lead. When you impose these types of policies at the highest levels and tell every subordinate commander to get on-board, you aren't exactly leaving a lot of room left for leadership. It's not just the purges, although that's a big part of it. It's WG/CCs calling people out on the color of their socks or their gym bags at the gym. It's fostering a culture where everyone is equal, everyone should call everyone out, that destroys any CGOs ability to lead and command respect from the enlisted force...because the enlisted force is now cleared hot to call out officers on any infraction, no matter how small. I used to see this as a problem with shirts in the deployed location, but in appears senior leadership likes the model so much we've brought it home.
3. Unrelated to SAPR, but the level of queep just continues to grow as we do more and more useless things in the name of "training". We also seem to have no real long-term plan when it comes to things like RAP, flying hours, budgets. I get that some of that is driven by the lack of a budget from our civilian leadership...but I spent September flying 8.0s every other day to "burn" our flight hours, only to be stood down for three weeks in October because we didn't have flight hours. Really?
4. Finally, the purges and the high-profile cases are creating a Cold War-era attitude of distrust, where the people who work and fight together are now constantly suspicious of one another for fear that a wayward joke or misplaced word will end their career with an accusation of sexual harassment, real or not. I know what the company line is, but from a crew dog perspective, we all know that if you are even accused of sexual assault or sexual harassment, your career is over, no matter what the investigation concludes. This is not an environment conducive to the open communication that senior leadership keeps telling us we need for mission accomplishment, suicide prevention, DUI prevention, keeping someone from becoming and active shooter...every interaction where I talk about my problems now leaves me vulnerable to my colleagues, so I'm better off just keeping my problems to myself.
You are right about changing the culture, I'm just not sure you're going to get the culture you want.