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This report aims to identify promising directions for restructuring programs of military education and training to make them more effective, affordable, and efficient. The document is motivated in part by the Department of Defense's Quadrennial Defense Review, which is examining ways to modernize and improve all DoD programs in light of the sweeping changes that have occurred in the past several years. The report summarizes results and insights from a number of RAND studies that assessed alternative concepts for restructuring military training programs within and across the military services. Most of the research discussed within comes from work conducted in RAND's Arroyo Center, the Army's federally funded research and development center (FFRDC) for studies and analysis. However, where appropriate, the report draws upon research conducted in RAND's two other military FFRDCs-the National Defense Research Institute (NDRI), which serves the Office of the Secretary of Defense (OSD), the Joint Chiefs of Staff, and the defense agencies; and Project AIR FORCE, which serves the Air Force.
This report aims to identify promising directions for restructuring programs of military education and training to make them more effective, affordable, and efficient. The document is motivated in part by the Department of Defense's Quadrennial Defense Review, which is examining ways to modernize and improve all DoD programs in light of the sweeping changes that have occurred in the past several years. The report summarizes results and insights from a number of RAND studies that assessed alternative concepts for restructuring military training programs within and across the military services. Most of the research discussed within comes from work conducted in RAND's Arroyo Center, the Army's federally funded research and development center (FFRDC) for studies and analysis. However, where appropriate, the report draws upon research conducted in RAND's two other military FFRDCs-the National Defense Research Institute (NDRI), which serves the Office of the Secretary of Defense (OSD), the Joint Chiefs of Staff, and the defense agencies; and Project AIR FORCE, which serves the Air Force.
This report aims to identify promising directions for restructuring programs of military education and training to make them more effective, affordable, and efficient.
The relative roles of U.S. ground and air power have shifted since the end of the Cold War. At the level of major operations and campaigns, the Air Force has proved capable of and committed to performing deep strike operations, which the Army long had believed the Air Force could not reliably accomplish. If air power can largely supplant Army systems in deep operations, the implications for both joint doctrine and service capabilities would be significant. To assess the shift of these roles, the author of this report analyzed post?Cold War conflicts in Iraq (1991), Bosnia (1995), Kosovo (1999), Afghanistan (2001), and Iraq (2003). Because joint doctrine frequently reflects a consensus view rather than a truly integrated joint perspective, the author recommends that joint doctrine-and the processes by which it is derived and promulgated-be overhauled. The author also recommends reform for the services beyond major operations and campaigns to ensure that the United States attains its strategic objectives. This revised edition includes updates and an index.
Leadership development in the military is a multifaceted process that takes place over an officer's entire career. At its most basic level, this development occurs through professional experiences and a progressive series of professional military education, of which joint professional military education (JPME) is a subset. In May 2020, the Joint Chiefs of Staff (JCS) issued a vision statement with guidance and objectives for leadership development in the armed services. This vision calls for an outcomes-based approach that emphasizes ingenuity, intellectual application, and military professionalism. The new approach focuses on what students must accomplish rather than traditional metrics, such as curriculum content or the amount of time spent learning specific material. The JCS also emphasized the need to integrate officer talent management (TM) and JPME because these functions are so closely connected. To support the implementation of this vision, the authors reviewed foundational, policy, and implementation documents; conducted semistructured interviews with senior representatives of relevant joint and service offices; and analyzed officer personnel data. They used these methods to (1) describe joint educational institutions' transitions to an outcomes-based approach, (2) examine performance expectations and the qualities needed in effective joint officers, (3) explore how joint performance is measured, and (4) see how challenges in TM systems and processes affect the implementation of JPME, Phase II. They also provide recommendations for how joint stakeholders and the military services can best integrate the TM and JPME processes to support the outcomes-based approach.
The nature of recent challenges and the types of missions the U.S. Department of Defense (DoD) has undertaken highlight the need for DoD to consider ways to help the military prepare to work with other government agencies, international organizations, private and nongovernmental organizations, and foreign militaries. These challenges require DoD to combine military and nonmilitary means, such as intelligence, diplomacy, and developmental assistance, to advance U.S. national-security interests. Moreover, exhibiting cultural awareness and sensitivity vis-a-vis non-DoD partners is paramount to successful operational planning and execution. To build or bolster local governance, to foster economic growth, and to respond to natural disasters, the United States must also use different types of tools, military and otherwise, simultaneously. It is no small task to synchronize these different tools so that they work in tandem, or at least minimize conflict between them. This report provides suggestions for how the U.S. military can help prepare its personnel to work successfully with interagency, multinational, and coalition partners. The authors found that almost all of the requirements for integrated-operations training can be found in existing joint and service task lists. Current training programs aimed at headquarters staffs need to be revamped to focus on high-priority tasks that are amenable to training.
Professional Military Education (PME) is broader and more rigorous than is widely understood in the United States. Improving educational programs within the military service branches is at the very center of ongoing force transformation efforts and advanced educational opportunities occur at various, set levels of military experience. Military education increasingly conforms to standards imposed by outside civilian accrediting bodies and is mandated and monitored, to an extent, by Congress. Military Educationexplores this often-overlooked area of education within the context of the modern military force structure. In this unique work, Watson chronicles the evolution of professional military education during the last sixty years. Careful to draw distinctions between training and education, she briefly traces the history of PME and examines some of the major personalities involved in shaping it, as well as the evolution of the curriculum stressed in PME programs. Her narrative, combined with key documents, a glossary, and a timeline of important events, dispels popular notions of an uneducated military force.
This accessible handbook is the first of its kind to examine the sociological approach to the study of the military. The contents are compiled from the work of researchers at universities around the world, as well as military officers devoted to the sector of study. Beginning with a review of studies prior to contemporary research, the book provides a comprehensive survey of the topic. The scope of coverage extends to civic-military relations, including issues surrounding democratic control of the armed forces; military culture; professional training; conditions and problems of minorities in the armed forces; an examination of structural change within the military over the years including new duties and functions following the Cold War.
U.S. experiences in Iraq and Afghanistan have demonstrated that improving U.S. capacity for stabilization and reconstruction operations is critical to national security. To help craft a way ahead, the authors provide an overview of the requirements posed by stabilization and reconstruction operations and recommend ways to improve U.S. capacity to meet these needs.