This research analyzes the effects of situational constraints on individual performance within an Air Force Aerial Port squadron. Situational constraint research originated with laboratory studies by Peters and O'Connor in 1980 and was investigated in an Air Force field environment in 1984; mixed results were obtained. Laboratory studies identified direct performance inhibitors (Peters et al., 1980); however, field studies found little correlations with job performance (Kane, 1981; O'Connor et al., 1984a). Data collected in June 1995 (Dougherty, 1995) and March 1996, in this study, were used to accomplish a longitudinal analysis. Correlations between constraints and performance were also low in this study; however, significant reductions in constraints were identified in 12 of the 14 work groups investigated. Results suggest that O'Connor et al.'s measure (1984a) may be useful in identifying bottlenecks requiring managerial actions.