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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.
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.
ADP 6-22 describes enduring concepts of leadership through the core competencies and attributes required of leaders of all cohorts and all organizations, regardless of mission or setting. These principles reflect decades of experience and validated scientific knowledge.An ideal Army leader serves as a role model through strong intellect, physical presence, professional competence, and moral character. An Army leader is able and willing to act decisively, within superior leaders' intent and purpose, and in the organization's best interests. Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. Every member of the Army, military or civilian, is part of a team and functions in the role of leader and subordinate. Being a good subordinate is part of being an effective leader. Leaders do not just lead subordinates--they also lead other leaders. Leaders are not limited to just those designated by position, rank, or authority.
DIVTransnational ethnography and history of the School of the Americas, analyzing the military, peasant, and activist cultures that are linked by this institution. /div
Discusses how to plan a staff ride of a battlefield, such as a Civil War battlefield, as part of military training. This brochure demonstrates how a staff ride can be made available to military leaders throughout the Army, not just those in the formal education system.
China's People's Liberation Army (PLA) has embarked on its most wide-ranging and ambitious restructuring since 1949, including major changes to most of its key organizations. The restructuring reflects the desire to strengthen PLA joint operation capabilities- on land, sea, in the air, and in the space and cyber domains. The reforms could result in a more adept joint warfighting force, though the PLA will continue to face a number of key hurdles to effective joint operations, Several potential actions would indicate that the PLA is overcoming obstacles to a stronger joint operations capability. The reforms are also intended to increase Chairman Xi Jinping's control over the PLA and to reinvigorate Chinese Communist Party (CCP) organs within the military. Xi Jinping's ability to push through reforms indicates that he has more authority over the PLA than his recent predecessors. The restructuring could create new opportunities for U.S.-China military contacts.
A critical look into how and why the U.S. military needs to become more adaptable. Every military must prepare for future wars despite not really knowing the shape such wars will ultimately take. As former U.S. Secretary of Defense Robert Gates once noted: "We have a perfect record in predicting the next war. We have never once gotten it right." In the face of such great uncertainty, militaries must be able to adapt rapidly in order to win. Adaptation under Fire identifies the characteristics that make militaries more adaptable, illustrated through historical examples and the recent wars in Iraq and Afghanistan. Authors David Barno and Nora Bensahel argue that militaries facing unknown future conflicts must nevertheless make choices about the type of doctrine that their units will use, the weapons and equipment they will purchase, and the kind of leaders they will select and develop to guide the force to victory. Yet after a war begins, many of these choices will prove flawed in the unpredictable crucible of the battlefield. For a U.S. military facing diverse global threats, its ability to adapt quickly and effectively to those unforeseen circumstances may spell the difference between victory and defeat. Barno and Bensahel start by providing a framework for understanding adaptation and include historical cases of success and failure. Next, they examine U.S. military adaptation during the nation's recent wars, and explain why certain forms of adaptation have proven problematic. In the final section, Barno and Bensahel conclude that the U.S. military must become much more adaptable in order to address the fast-changing security challenges of the future, and they offer recommendations on how to do so before it is too late.
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.
This paper examines the role of technology in restructuring education by analyzing how it influences seven important relationships in the educative process: (1) teacher-student relationships; (2) student-content relationships; (3) teacher-content relationships; (4) student-context relationships; (5) teacher-context relationships; (6) content-context relationships; and (7) educational system-environment relationships. After a brief historical overview of the uses of technology in education, the paper discusses the nature of systems in education and examines the process of restructuring through systems change in the seven pairs of relationships as they exist today and as they might change in a restructured educational system. How educational technology can empower teachers and students is then discussed with emphasis on how electronic technology is transforming the way information is communicated and processed. A brief discussion of the role of the teacher in evaluating the worth of content--i.e., selecting the best of culture for sharing with students--concludes the report. (ALF)