| Talent: Implications for a U.S. Army Officer Corps Strategy |
Nov-2009 |
33 pages |
| Authors:
Casey Wardynski; David S Lyle; Michael J Colarusso; ARMY WAR COLL STRATEGIC STUDIES INST CARLISLE BARRACKS PA
|
 | For years, the U.S. Army has given competency pride of place in its officer development doctrine. In popular usage, competent means having requisite or adequate ability, and in a labor market context, it is defined as an enduring combination of characteristics that causes an appropriate level of individual performance. Recent operational experience, however, clearly demonstrates the need for something more than adequate or appropriate individual performance by leaders. In an ... |
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| Leader and Team Adaptation: The Influence and Development of Key Attributes and Processes |
Aug-2009 |
119 pages |
| Authors:
Stephen J Zaccaro; Deanna Banks; Lee Kiechel-Koles; Cary Kemp; Paige Bader; GEORGE MASON UNIV FAIRFAX VA
|
| This report summarizes the results of a series of investigations that examined (a) the role of feedback processes as a leadership tool in team adaptation, (b) the influence of developmental work experiences on team and leader adaptability, and (c) the effects of combinations of leader qualities on the display of adaptation processes and performance in dynamic military and business settings. The results of these investigations indicated that (a) process-oriented, team ... |
|
| Developing Qualified Logistics Readiness Officers Within Air Combat Command |
Jun-2009 |
68 pages |
| Authors:
Trace B Steyaert; AIR FORCE INST OF TECH WRIGHT-PATTERSON AFB OH GRADUATE SCHOOL OF ENGINEERING AND MANAGEMENT
|
| After completing the basic technical Logistics Readiness Officer (LRO) course, the LRO returns to their assigned base and begins core competency on-the-job training. In order to become qualified, the LRO must be assigned to at least one proficiency in each of the three core competencies (material management, distribution management, and contingency operations) for at least twelve months and complete all training tasks for each proficiency. The foundation of technical knowledge ... |
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| Strategic Leadership Principles to Shape the Future |
11-May-2009 |
27 pages |
| Authors:
Carl R Rau; ARMY WAR COLL CARLISLE BARRACKS PA
|
| Successful leadership is not about being tough or soft, but about certain essential leadership principles that every leader must learn and develop to become an effective leader. Leaders are made, not born, yet few people make the necessary sacrifices of hard work and commitment to become successful leaders. This paper examines strategic leadership principals, along with qualities fundamental to them, from the perspectives of business, sports, politics, religion, and the ... |
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| Naval Leadership: Developing Operational Leaders for the 21st Century |
04-May-2009 |
24 pages |
| Authors:
Craig R Olson; NAVAL WAR COLL NEWPORT RI JOINT MILITARY OPERATIONS DEPT
|
| Today's complex, fast-paced, and technologically sophisticated operational environment requires a naval leader who is well versed in joint service operations, yet still has the warfare expertise required of his community to remain an effective and credible leader within his own service. The Navy's answer to producing these joint qualified, operational leaders is through a Professional Military Education (PME) continuum. A program designed to enhance an officer's professional development through service-specific ... |
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| Network Centric Warfare's Impact on Future Leader Development |
04-May-2009 |
27 pages |
| Authors:
Elizabeth A Regoli; NAVAL WAR COLL NEWPORT RI JOINT MILITARY OPERATIONS DEPT
|
| Network Centric Warfare (NCW) plays a significant role in modern warfare. The benefits of information superiority and shared situational awareness across the battlefield cannot be disputed. However, analysis of the concept indicates potential for micromanagement comes with these advancing technologies. As a result, NCW has enabled the operational commander to imbue centralized execution at the tactical level of war, minimizing the need for junior commanders to rely on stated guidance ... |
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| A Comprehensive Officer Sabbatical Program: Rethinking the Military Officer Career Path |
09-Apr-2009 |
40 pages |
| Authors:
James M Gerlach; ARMY WAR COLL CARLISLE BARRACKS PA
|
| The military needs to retain its best officers and maximize the skills and abilities of these officers to achieve the more proficient and professional officer corps required in the modern, complex operating environment. Due to externalities affecting retention, limited opportunities for formal and informal education outside the military environment, changing demographics within the greater military family, difficulty competing with characteristics of the civilian workforce, and a growing civilian-military cultural gap, ... |
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| Shaping the Army's Information Technology Acquisition Workforce in an Era of Outsourcing |
12-Mar-2009 |
47 pages |
| Authors:
John C Kilgallon; TEXAS UNIV AT AUSTIN INST FOR ADVANCED TECHNOLOGY
|
| For the last few decades, a variety of market forces and government initiatives have pushed the Army to outsource information technology (IT) system development. At the same time, IT has become more pervasive within the Army and increasingly critical to the Army's success in the field. Almost every Army system fielded today contains a computer system. Nonetheless, there is mounting evidence in the military and the federal government that too ... |
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| An Examination of Afloat Training Officer Milestones in Support of Training Officer Career Progression |
Mar-2009 |
71 pages |
| Authors:
James R Pederson; NAVAL POSTGRADUATE SCHOOL MONTEREY CA
|
| Currently, the HR community billet structure does not support assignment to any CRUDES or LHD platforms. This study is a qualitative analysis of the professional education and training necessary to prepare 120X officers for Training Officer billets afloat. It evaluated what combination of formal and informal training is appropriate to assume TO billets. As 120X officers become Manpower Personnel Training and Education and Subject Matter Experts, additional specific training may ... |
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| Spirituality in the Marine Corps |
20-Feb-2009 |
16 pages |
| Authors:
B Friedrick; MARINE CORPS COMMAND AND STAFF COLL QUANTICO VA
|
| In his address at Trinity College in June of 1941, General George C. Marshall warned, The soldier's heart, the soldier's spirit, the soldier's soul are everything. Unless the soldier's soul sustains him, he cannot be relied on and will fail himself and his command and his country in the end. The Marine Corps stresses the physical, mental, and spiritual development of Marines. Required training ensures that Marines are tested physically ... |
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| Improving the 'Well-Rounded' Air Command and Control Officer |
20-Feb-2009 |
20 pages |
| Authors:
M E Hall; MARINE CORPS COMBAT DEVELOPMENT COMMAND QUANTICO VA
|
| The Marine Air Control Group (MACG) consists of six units that have a wide variety of missions that require skill sets ranging from communications, radar employment, control of aircraft, and employment of surface to air missiles.1 An officer begins service within the MACG with one of four occupations and gains specific knowledge and skills within their field during their first three years of service. When the same officer progresses to ... |
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| Redefining the Marine Fire Support Military Occupation Specialty |
05-Jan-2009 |
|
| Authors:
S C Allshouse; A W Blanton; MARINE CORPS COMBAT DEVELOPMENT COMMAND QUANTICO VA
|
 | Operation Iraqi Freedom (OIF) and Operation Enduring Freedom (OEF) have releaved a severe lack of properly trained and qualified fire support personnel. This deficiency which impacts maneuver's ability to conduct combined arms operations. General Jones identified the importance of fire supporters in the Marine air ground task force (MAGTF) and stated, Failure to develop professional fire supporters could result in disaster. The fire supporter must be able to coordinate and ... |
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| The Impact of Extending the Special Forces Warrant Officer Service Obligation on the Recruitment and Accessioning of Special Forces Warrant Officers |
Jan-2009 |
19 pages |
| Authors:
Robert Kilcullen; James Lussier; SPECIAL OPERATIONS COMMAND (ARMY) FORT BRAGG NC
|
| This research assesses the potential impact of increasing the U.S. Army Special Forces (SF) Warrant Officer (WO) service obligation from six to 10 years on SF Non-commissioned Officer (NCO) interest in applying to become SF WOs. A survey was administered to 293 SF NCOs to assess their attitudes toward applying to become a WO under the current system and under a system in which the WO service requirement was increased ... |
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| Army Communicator. Volume 34, Number 1, Winter 2009 |
Jan-2009 |
73 pages |
| Authors:
Janet A McElmurray; ARMY SIGNAL CENTER AND FORT GORDON GA
|
| This issue of Army Communicator contains the following articles: Reflections on leadership from Deputy Commander Joe Capps; Reflections on leadership from the warrant officer perspective; 2009 Year of the NCO; How the US Military Academy develops leaders of character; Signal officer mentorship in the modular division; ROTC: Leadership experienced; A failure in leadership; Signal company focuses on junior officer leadership; Professional Development: Recommended viewing list; Comcam hero; Leadership Quotes; Signal ... |
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| A Cost Effectiveness Comparison of Resident and Non-Resident Intermediate Level School (ILS) |
Jan-2009 |
36 pages |
| Authors:
Josh Clayton; MARINE CORPS COMMAND AND STAFF COLL QUANTICO VA
|
| Improving Marine officers Professional Military Education (PME) is critically important for the continued excellence of the officer corps. The challenge for the Marine Corps is to find the conect balance between providing an applicable education for current and future leaders while meeting operational requirements in a wartime environment. Educating our leaders is vitally important for the continued advancement of excellence in the Marine Corps, so meeting this challenge should be ... |
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| Strategy for a Military Spiritual Self-Development Tool |
12-Dec-2008 |
|
| Authors:
Frederick M Dini; ARMY COMMAND AND GENERAL STAFF COLL FORT LEAVENWORTH KS
|
| At the U.S. Army's Command and General Staff College (USACGSC), students are charged with balancing their lives in terms of mind, body, and spirit. Though self-development tools are readily available to U.S. military leaders in the first two of these realms, they are not available in the third realm, that of the spirit. In The Clash of Civilizations, political scientist Samuel Huntington contends that future conflicts will arise among cultures ... |
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| Navy Professional Reading Program: Results of the 2007 Survey |
Nov-2008 |
99 pages |
| Authors:
Zannette A Uriell; J S Johnson; NAVY PERSONNEL RESEARCH STUDIES AND TECHNOLOGY MILLINGTON TN
|
| In 2007, the Navy instituted the Navy Professional Reading Program (NPRP), designed to empower Sailors to grow professionally by improving critical thinking and stimulating discussion through professional reading. The program includes 60 books across 6 subject areas and 5 career states. Toward the end of the first year of implementation, a survey was conducted to look at reading habits of Navy personnel as well as opinions of the NPRP. Results ... |
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| Professional Military Development of Major General Ernest N. Harmon |
13-Jun-2008 |
173 pages |
| Authors:
Matthew B Dale; ARMY COMMAND AND GENERAL STAFF COLL FORT LEAVENWORTH KS
|
| This study is a partial biography of Major General Ernest N. Harmon, focusing on his military career from his West Point graduation in 1917 to his assuming command of the 2nd Armored Division in 1942. When Harmon attained division command in July 1942 he was one of the most experienced officers in the army to command an armored division. However, he is overlooked in many histories and leadership studies. The ... |
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| A US Army Reserve (USAR) Noncommissioned Officer (NCO) Tacit Knowledge Inventory: Flexible Structure for Squad-Level Leader Self-Development |
01-Jun-2008 |
70 pages |
| Authors:
Teresa Z Taylor; Linda Higley; David Grabarczyk; Lincea Ruth; ARMY RESEARCH INST FOR THE BEHAVIORAL AND SOCIAL SCIENCES ARLINGTON VA
|
| Because the development of adaptive leaders is a top priority for the U.S. Army, the Army continuously seeks ways to improve its leader development programs. One way is by sponsoring research programs aimed at finding strategies to enhance leader competencies by examining the degree to which knowledge, particularly tacit knowledge (TK), contributes to a leader's effectiveness. TK is informal knowledge (not taught in institutions), accrued during the experience of operational ... |
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| United States Plan for Sustaining the Afghanistan National Security Forces |
JUN 2008 |
41 pages |
| Authors:
DEPARTMENT OF DEFENSE WASHINGTON DC
|
| This report to Congress is submitted consistent with Section 1231 of the National Defense Authorization Act for Fiscal Year 2008 (Public Law 110-181). It includes the United States' plan for sustaining the Afghanistan National Security Forces (ANSF). In accordance with subsection (a), it includes a description of the long-term plan for sustaining the ANSF, with the objective of ensuring that the ANSF will be able to conduct operations independently and ... |
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| Missing in Action: African American Combat Arms Officers in the United States Army |
22-May-2008 |
57 pages |
| Authors:
Doward; Oscar W Jr; ARMY COMMAND AND GENERAL STAFF COLL FORT LEAVENWORTH KS SCHOOL OF ADVANCED MILITARY STUDIES
|
| The purpose of this monograph is to examine the subject of African American U.S. Army officers and their underrepresentation in the combat arms branches. This shortage of African American Army officers in the combat arms branches significantly reduces their numbers for selection to the senior ranks. The monograph examines the African American Army officer's service during each period of major conflict over the last 100 years to explain why modern-day ... |
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| Building Better Strategists |
18 MAR 2008 |
31 pages |
| Authors:
Pollyanna Montgomery; ARMY WAR COLL CARLISLE BARRACKS PA
|
| In 1957 Samuel Huntington defined the peculiar skill of the military officer as "the management of violence not the act of violence itself." His dictum holds true today and is made all the more complicated by the wide spectrum of military operations from peace to war and beyond. This environment requires military leaders that can assess and understand the environment in order to create effective strategies incorporating all elements of ... |
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| The Interagency Coordination Process: What We Can Do Now |
17 MAR 2008 |
33 pages |
| Authors:
Steven D. Mathias; ARMY WAR COLL CARLISLE BARRACKS PA
|
| The intent of the U.S. Government's interagency national security coordination process is to ensure national security issues are addressed in an organized, systematic, efficient, and effective manner. An emerging argument is for a "Goldwater-Nichols-type" law that would force government to improve the interagency coordination process. An initiative of this magnitude could take years to realize, may not be necessary, and cannot guarantee progress. In the absence of a congressional mandate, ... |
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| Evaluating Experiential Leader Development: A Programmatic Evaluation and Comparison of the Effectiveness of US Air Force Squadron Officer School Curricula |
MAR 2008 |
94 pages |
| Authors:
Jeffrey G. Holland; AIR FORCE INST OF TECH WRIGHT-PATTERSON AFB OH SCHOOL OF ENGINEERING AND MANAGEMENT
|
| Leader development programs often employ experiential learning exercises. The impact of such exercises is not clear. This research investigated experiential leader development using a quasi-experimental design to analyze the differences in two consecutive US Air Force Squadron Officer School (SOS) in-residence classes. The curriculum was altered between classes by the addition of the Combat Leadership Exercise (CLX), an experiential war-gaming activity. Experiential programs regularly use mean differences between pretest and ... |
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| Addressing Deficiencies in Army Civilian Leader Development |
28 FEB 2008 |
33 pages |
| Authors:
Jonathan S. Keller; ARMY WAR COLL CARLISLE BARRACKS PA
|
| The Army has yet to implement a robust career development framework for its civilian workforce as it has for its military officers. Although inextricably linked and complementary to the other, the Army's civilians and military officers generally spend the majority of their respective careers working separately and developing differently. Producing quality professional civilian leaders is a foundation for achieving and maintaining the critical strategic leadership competencies the Army and Nation ... |
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| The Well of Fortitude |
26-Feb-2008 |
|
| Authors:
Schiller; J L II; MARINE CORPS COMMAND AND STAFF COLL QUANTICO VA
|
| The Well of Fortitude (WoF), introduced by Lieutenant Colonel Dave Grossman in his book On Killing: The Psychological Cost of Learning to Kill in War and Society, is the spark of a greater concept that needs to be taken further. The WoF serves as the metaphor for self-development and the development of subordinates. Grossman articulates, emotional stamina on the battlefield [is] a finite resource... [under stress] each man draws steadily ... |
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| Leadership Makes a Difference Growing Federal Civilian Leaders |
22 FEB 2008 |
33 pages |
| Authors:
Alice Muellerweiss; ARMY WAR COLL CARLISLE BARRACKS PA
|
| The quality of federal leaders is vital to the effectiveness of our government. No longer can we depend on leaders simply and conveniently emerging, rather we must invest in a deliberate systematic process to develop leaders at all levels. Research indicates that currently our government does not grow effective leaders. Often those "rising to the top" are technical experts with minimal leadership experiences, mostly unacquainted with the fundamentals of leadership. ... |
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| Commonality in the CH-46E Community |
19-Feb-2008 |
12 pages |
| Authors:
D M Grosso; MARINE CORPS COMMAND AND STAFF COLL QUANTICO VA
|
| In the Marine Corps, the aviation combat element (ACE) of a Marine Expeditionary Unit (MEU) is designed and built around a single CH-46E squadron. These Sea Knight helicopters and the Marines that maintain and fly them are said to be the backbone of the ACE. When one joins the CH-46E community as a young first lieutenant, he is fed this rhetoric from the moment he steps into the building of ... |
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| Developing Professional Logisticians |
19-Feb-2008 |
19 pages |
| Authors:
M T Milburn; MARINE CORPS COMBAT DEVELOPMENT COMMAND QUANTICO VA
|
| The Marine Corps does not develop professional logisticians. At best, it trains personnel in the basic techniques of the special skill sets within their assigned military occupational specialty (MOS). Logisticians stagnate due to a lack of emphasis on professional development from leadership and a training and education system lacking the flexibility to meet the demands of a high operational tempo and the basic need for continuing education. The Marine Corps ... |
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| Recruiting for Foreign Language Skills Strategies for the Air Force |
15-Feb-2008 |
45 pages |
| Authors:
Maureen B Higgins; AIR WAR COLL MAXWELL AFB AL
|
| How well the U.S. forces analyze and interact with the local people they deal with during the Global War on Terror will be a decisive factor in whether the United States succeeds or fails in counterinsurgency operations. The expeditionary Air Force (AF) mission demands Airmen with international insight, foreign language proficiency, and cultural knowledge to understand the specific regional context in which air and space power may be applied. Lack ... |
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| Air Force Civilian Senior Leadership Development Challenges |
15-Feb-2008 |
40 pages |
| Authors:
Billy P Webb; AIR WAR COLL MAXWELL AFB AL
|
| Gen Jumper, Chief of Staff of the Air Force (CSAF) issued a sight picture statement on 2 May 2003 concerning Civilian Force Development. While Gen Jumper's sight picture recognizes the need to grow civilians for leadership positions, there is a more compelling reason for the Air Force to focus on civilian leadership development. The civilian workforce is getting older. A 2001 research study perform by the Center for the Organizational ... |
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| Developing Strategic Leaders for the 21st Century |
FEB 2008 |
118 pages |
| Authors:
Jeffrey D. McCausland; ARMY WAR COLL STRATEGIC STUDIES INST CARLISLE BARRACKS PA
|
| If America is to meet the multiple challenges of the 21st century, it is crucial that it develop a system that places the right people in the right places in government at the right moment. The nation critically needs civilian policy makers who can manage change and deal with the here and now. This monograph examines the development of career civilian leaders for strategic decision making in the national security ... |
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| The Basic School: Continuing to Successfully Prepare Second Lieutenants to be Officers |
Jan-2008 |
44 pages |
| Authors:
Speigle; W R II; MARINE CORPS COMMAND AND STAFF COLL QUANTICO VA
|
| The Basic School (TBS) successfully educates and trains Marine officers for the operating forces by focusing on leadership, and this crucial process should continue at a high level by adapting a few recommendations for improvements. |
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| A New Approach to Officer Development |
Jan-2008 |
21 pages |
| Authors:
V L Lendaro; MARINE CORPS COMMAND AND STAFF COLL QUANTICO VA
|
| In order to operate successfully in todays' highly differentiated and sophisticated world, the Marine Corps' officer development system must shift its' emphasis from grooming generalists to training specialists. |
|
| 2006 Workplace and Gender Relations Survey of Active Duty Members: Tabulations of Responses |
Jan-2008 |
750 pages |
| Authors:
DEFENSE MANPOWER DATA CENTER ARLINGTON VA
|
| This report contains tabulations of responses from the 2006 Workplace and Gender Relations Survey of Active Duty Members (2006 WGRA), conducted June 19 to September 5, 2006. This introduction (1) summarizes the survey content, (2) defines the total population surveyed and the subgroups used in tabulations of responses, (3) summarizes the survey methodology,1 and (4) provides details on how to use the tabulations. The tabulations and a copy of the ... |
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| Developing Adaptive Leaders, A Cultural Imperative |
17 DEC 2007 |
33 pages |
| Authors:
Douglas S. Mulbury; ARMY WAR COLL CARLISLE BARRACKS PA
|
| The Army initiated transformation as a response to the demands and requirements of the 21st Century operational environment. One of the key factors of this new operational environment is the nature of our adversaries often described as asymmetric. Asymmetric adversaries pose unique challenges to the Army and exhibit the ability to very rapidly make changes and adapt to our operations. Because of this the ability of Army leaders to be ... |
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| Leader-Development: Are We Keeping Pace? |
15-Oct-2007 |
46 pages |
| Authors:
Douglas M Gabram; ARMY WAR COLL CARLISLE BARRACKS PA
|
| This paper provides analysis, discussion, and recommendations about our current leader- development systems and structure. The complex security environment will force our leaders to operate and win in extremely turbulent and ambiguous situations around the world. The Army recognizes that intellectual change must precede physical change, not only on the current battlefields, but also in the institutional domains. We are an Army at war with a new strategic reality that ... |
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| Why They Fly: An Expectancy-Based Analysis of the Factors that Motivate Commissioned Army Aviators to Gain Flying Experience |
15 JUN 2007 |
84 pages |
| Authors:
Todd H. Marshburn; ARMY COMMAND AND GENERAL STAFF COLL FORT LEAVENWORTH KS
|
| Recent changes to Army publications have emphasized the importance of gaining flying experience for commissioned Army aviators, particularly in earning a designation as pilot-in-command. Based on these changes, the author evaluated the factors that motivate commissioned Army Aviators to gain flying experience. A sample of 44 aviators participated in the study. It was hypothesized that commissioned Army aviators were more intrinsically motivated (e.g., seeking competence, skill, challenge, and enjoyment) than ... |
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| The Case For JPME Phase Zero: Building A Joint Culture in the United States Navy from the Ground Up |
10 MAY 2007 |
28 pages |
| Authors:
David K. Richardson; NAVAL WAR COLL NEWPORT RI JOINT MILITARY OPERATIONS DEPT
|
| Since the Goldwater-Nichols Act was enacted in 1986, the Navy has not fully embraced jointness within its service culture. Analysis shows that the Navy's natural culture of independence, shaped by a combination of operating environment and traditional service values, continues to produce a significant barrier to the injection of joint concepts. This paper argues that this barrier can more easily be overcome by beginning joint education for all naval officers ... |
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| Creating The Pentathlete: Are We Willing to Pay the Price? |
11-Apr-2007 |
72 pages |
| Authors:
Matthew T Margotta; ARMY WAR COLL CARLISLE BARRACKS PA
|
| This paper provides an analysis of the Secretary of the Army and Chief of Staff of the Army's concept for Army Leaders of the 21st Century- The Pentathlete. The paper focuses on the criticality of instilling the skills and attributes of The Pentathlete into the Army's junior officers (Lieutenants - Majors). It examines the nature of the Pentathlete concept; its skills and attributes, historical basis, why it is relevant in ... |
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| US Army Cultural Obstacles to Transformational Leadership |
30-Mar-2007 |
31 pages |
| Authors:
Peggy C Combs; ARMY WAR COLL CARLISLE BARRACKS PA
|
| The premium on tomorrow's battlefield will be the ability to quickly analyze a situation and come up with innovative solutions. The speed at which events occur and their complexity will require leaders with agile minds who can think through a problem logically, [determine] a viable course of action, and translate that concept into clear, simple language to his subordinates. Although these words sound like a direct lift of the current ... |
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| Joint Officer Selection, Utilization and Command |
30 MAR 2007 |
19 pages |
| Authors:
W. L. Rehorn; ARMY WAR COLL CARLISLE BARRACKS PA
|
| The Goldwater-Nichols Act legislated the improvement of joint interoperability within the Department of Defense but has, of yet, not successfully integrated joint officers into a career field with a planned career progression. The Chairman of the Joint Chiefs of (JCS) has input into the vettement, education, command selection, and career paths of joint officers but has little proactive management capabilities. The Goldwater-Nichols Act implies that there are two types of ... |
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| Campaign Quality Gap: Developing Strategic Engineering Competency |
30 MAR 2007 |
29 pages |
| Authors:
Jr Wilson Roger A.; ARMY WAR COLL CARLISLE BARRACKS PA
|
| Recent policy developments in the Department of Defense (DOD) impose new and significant challenges for the Nation's strategic engineering directorate, the US Army Corps of Engineers (USACE). DOD Directive 3000.05 requires the Army to ensure specified programs and the quantity and quality of personnel needed for Stability, Security, Transition and Reconstruction Operations (SSTR) are developed, specifically engineers. Success in SSTR relies heavily on a highly competent Army engineering component. The ... |
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| Preparing Military Leaders for Security, Stability, Transition and Reconstruction Operations |
12 MAR 2007 |
25 pages |
| Authors:
David B. Haight; ARMY WAR COLL CARLISLE BARRACKS PA
|
| An historical review of U.S. involvement in armed conflict consistently reveals that post- hostility activities, to include peacekeeping/enforcement, nation assistance, reconstruction, and stability operations, are the most vital yet difficult steps in bringing war to an acceptable conclusion. Given this, it would seem that mastery of this phase of any conflict would be a priority requirement. Remarkably, our military is reluctant and even neglectful in planning and executing these challenging ... |
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| Army Enlisted Personnel Competency Assessment Program: Phase III Pilot Tests |
MAR 2007 |
77 pages |
| Authors:
Karen O. Moriarty; Deirdre J. Knapp; HUMAN RESOURCES RESEARCH ORGANIZATION ALEXANDRIA VA
|
| In the early 1990s, the Department of the Army abandoned its Skill Qualification Test (SOT) program due primarily to maintenance, development, and administration costs. This left a void in the Army's capabilities for assessing job performance qualification. To meet this need, the U.S. Army Research Institute for the Behavioral and Social Sciences (ARI) instituted a 3-year program of feasibility research related to the development of a Soldier assessment system that ... |
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| Learning Management Systems: Practical Considerations for the Selection and Implementation of an E-learning Platform for the Navy |
28 JAN 2007 |
51 pages |
| Authors:
Magdi N. Kamel; NAVAL POSTGRADUATE SCHOOL MONTEREY CA GRADUATE SCHOOL OF BUSINESS AND PUBLIC POLICY
|
| A key element of the Navy's Manpower Personnel Training and Education (MPT&E) mission is to recruit, develop, manage and deploy a workforce in an agile cost-effective manner. In order to accomplish its mission MPT&E strives to provide the right sailor with the right skill sets in the right job at the right time and to manage his/her career path in support of warfighting capabilities. To support this objective some form ... |
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| Educating for Strategic Thinking in the SOF Community: Considerations and a Proposal |
Jan-2007 |
39 pages |
| Authors:
Harry R Yarger; ARMY WAR COLL CARLISLE BARRACKS PA
|
| In 2002, then Secretary of Defense Donald H. Rumsfeld challenged the Special Operations Forces (SOF) world by giving United States Special Operations Command (USSOCOM) the lead in planning for the war on terrorism. In the 2005 Unified Command Plan, USSOCOM completed the transition from a supporting command, with the responsibility to provide forces to other regional United States (U.S.) commanders, to that of a supported command. Former Secretary Rumsfeld clearly ... |
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| Performance in Non-to-Face Collaborative Information Environments |
JAN 2007 |
29 pages |
| Authors:
Brooke B. Schaab; J. D. Dressel; Mark A. Sabol; Andrea L. Rittman; ARMY RESEARCH INST FOR THE BEHAVIORAL AND SOCIAL SCIENCES ALEXANDRIA VA
|
| Using technology to obtain and process information requires training not only in human-computer interaction but also in human-human-computer (collaborative) interaction. Warfighters must not only develop their own situational awareness (SA), they must understand each others' SA (Pew, 1995). This common ground is what each collaboration participant assumes about the others to ensure effective interactions (Ross, 2003; Wellons, 1993). Communication is key. Collaborators must coordinate and share information. Collaboration influences military ... |
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| Advancing the U.S. Air Force's Force-Development Initiative |
2007 |
|
| Authors:
S. C. Moore; Marygail K. Brauner; RAND CORP SANTA MONICA CA
|
| The Air Force's force-development initiative evolved from research that the RAND Corporation began in the late 1990s, aiming to improve the development of Air Force senior leaders. This monograph summarizes force development's history, recommends ways to advance the initiative, and suggests areas that need senior leaders' attention and decision making. In it they respond to discussions during 2005 with Maj. Gen. Tony Przbyslawski, Commander of the Air Force Personnel Center. ... |
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| Heads We Win: The Cognitive Side of Counterinsurgency (COIN) |
2007 |
|
| Authors:
David C. Gompert; RAND NATIONAL DEFENSE RESEARCH INST SANTA MONICA CA
|
| This paper documents an effort to specify requirements for stronger cognition -- comprehension, reasoning, and decision making -- in 21st-century counterinsurgency (COIN). Unlike information technology (e.g., sensors, chat rooms, displays), cognition is what occurs "between the ears" after receiving information. It is as crucial to COIN as physical capabilities, organizational structures, and territorial control. Greater attention to cognitive capabilities is dictated by the rise and persistence of a new class ... |
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Reports by Keyword(s)
*PERSONNEL DEVELOPMENT
