Agenda Part 3 of 3

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AgendaPart 3 of 3

• A holistic view
• What
• Why
• How
• Strategic model for Culture
• Then for creating leaders

Must change together
Your ideas for reforming how we develop and
sustain our future leaders are good but will not
make a difference if senior leaders do not know
how to change the culture. They (the Army) do not
have a problem of defining what it wants or why
it wants it. Senior leaders, however, dont have
a plan for how to get there. Dr. St
even Stewart
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How?Strategic Model

• What? Cold War Army Future Army adaptive
  leader
  
• Defined by Why? 2nd GW global conditions
  4GW
  
• How? Strategic leadership must lead change
• The two major events must occur simultaneously to
  answer that question

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How?Strategic Model As I define What
Future, Expeditionary Army(3rd GWto Deal with
4GW) Instead, ROTC needs to educate and train the
new officer to deal with Small Wars, to
Operate with flexible chains of command, beyond
doctrine, with variable force structure,
unknown threat Train for uncertainty with no boun
daries to uncertain tasks, in uncertain
conditions, with uncertain standards
Solve asymmetric warfare problems that are
non-linear and whose solutions lie outside the
defined boundaries

• The Cold War Army (2nd GW)
• ROTC trains officers for the Major Power War,
  where
  
• They operate within boundaries established by
  fixed chains of command, fixed doctrine, fixed
  force structure, known threat
  
• They train for certainty within these boundaries
  to fixed tasks, conditions, standards
  
• Their decision making process assumes linearity
  with clear cause and effect relationships

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How? Cultures are different?- Adapt or Die

• Todays Culture
• Stress process
• Forecasting
• Risk aversion
• Bureaucratic
• Top-down
• Rank equals success
• Change is criticism
• adherence to process ensures success

• Future Army Culture
• Stress innovation
• Experimentation
• Prudent risk-taking
• Agility
• Feedback loops
• Contribution valued
• Change is evolutionary
• as long as objectives are achieved

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How? How to facilitate these traits
How to do it Stabilization and unit manning wil
l achieve what right looks like
Army schools need to also become centers of
experimentation evolving tactics and techniques
Contributions need to be highlighted and
rewarded Evaluation reports need to focus on shor
t-term as well as long term contributions to the
larger organization up to the Army

• Future Army Culture
• Stress innovation
• Experimentation
• Prudent risk-taking
• Agility
• Feedback loops
• Contribution valued
• Change is evolutionary
• as long as objectives are achieved

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How? How to facilitate these traits
In order to get here Stabilization and unit man
ning will allow time to get to achieve what right
looks like Army schools need to also become cente
rs of experimentation evolving tactics and
techniques Contributions need to be highlighted a
nd rewarded Evaluation reports need to focus on s
hort-term in present duties as well as long term
contributions to the larger organization up to
the Army Encourage networking and matching the ri
ght teams
How to Doctrine manuals are short, concise and
on principles Let personnel homestead, and rotate
to TDA back to unit assignments
After command or primary staff positions, duty as
an instructor at Army school, ROTC, or West Point
is sought after, larger units even oversee these
places in their regions allowing for rotation to
and from and hosting Change cultural definition o
f success, address rank structure
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How? How to facilitate these traits
To get here Doctrine manuals are short, concise
and on principles Let personnel homestead, and r
otate to TDA back to unit assignments
After command or primary staff positions, duty as
an instructor at Army school, ROTC, or West Point
is sought after. Larger units even oversee these
places in their regions allowing for rotation to
and from and hosting Now we can address how to
develop our leaders
How To Award innovators like those who started
and run Companycommand.com as a way to network
and run a feedback loop With units on cycle, they
will rotate to and from places giving Soldiers
array of experiences Admit that each traditional
level of war is complex and takes longer and more
knowledge to master Reduce bureaucratic staffs an
d flatten the organization see notes below
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How? How to facilitate these traits
How To Convince Congress to pass a Goldwater-N
ichols for personnel reform Move from up or out t
o perform or out, but much more must be done to
make that work Access far fewer officers Make it
tougher to commission Raise the pay of lower ran
king leaders so they can afford middle class
living, focus on profession New educational and t
raining requires a different instructional
technology than that used in conventional ET
establishments
To Get There Award innovators like those who s
tarted and run Companycommand.com as a way to
network and run a feedback loop
With units on cycle, they will rotate to and from
places giving Soldiers array of experiences
Admit that each traditional level of war is
complex and takes longer and more knowledge to
master Reduce bureaucratic staffs and flatten the
organization see notes below
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How? How to What CSA can do now?

• Create the environment required to create and
  support adaptive leaders
  
• Publicly praise and award signs of adaptability
  innovators
  
• Work with Army Times and AUSA to highlight their
  actions
  
• Put on army.mil with message talking about such
  people
  
• Form a task force composed of such people despite
  the fact that their careers may not appear to be
  fast-tracked as reflected officially in their
  files
• The group advises and recommends the Army CSA on
  the necessary cultural changes to support the
  21st Century Army
  
• Continues to search for more examples of
  adaptability and innovation
  
• Take these people and make them instructors in
  ROTC or at West Point
  

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How? How to What CSA can do now?

• Adopt Trust tactics five principal facets to
  achieve decision cycle dominance over potential
  4GW enemies through the successful and
  independent decision-making of subordinate
  commanders
• The first of these is scope for initiative.
• The second is prudent risk-taking.
• The third facet concerns the commander's intent
  to trust tactics.
  
• Fourth, superior-subordinate relations must be
  characterized by mutual trust.
  
• Fifth, directive control presupposes subordinate
  initiative and feedback.
  

Now, it is time to implement changes to officer
accessions
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How?While creating leaders

• A program of instruction (POI)
• Educates and trains officers for wartime decision
  making
  
• Adaptability
• Intuition
• Focuses on Warrior Ethos
• Mental fitness (How to thinkclassical
  education)
  
• Physical fitness (To sustain non-stop high-tempo
  OPS)
  
• Technical fitness (understands technology
  supports)
  
• A leader evaluation system that includes,
• 360 Evaluations
• Uses three guiding-actions
• Problem solving
• Social judgment
• Knowledge

The environment in OIF is forcing our junior
leaders to confront the hard realities of a
complex situation, a relatively restrictive ROE,
the presence of innocents on the battlefield, and
the need to still accomplish the mission.
Dr. Leonard WongDeveloping AdaptiveLeaders,SSI
, Army War College (July 04)
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How?While creating leaders

• And assists Cadre by
• Searching for the best practices to develop
• Learning from history and current campaigns
• Evolving through experimentation
• Simplifying
• Scholarship program
• Evaluation and accession process
• Letting people teach
• Educating Congress to
• Mass resources
• Alleviate impacts of requirements

Development of a culture of innovation will not
be advanced by panels, studies, or this paper.
Cultural change begins with behavior and the
leaders who shape it. GeneralL Peter J. Schoomak
er, Chief of Staff, Army
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How Why WhatConclusion
What this does for the Army That it has to imple
ment a strategic how-to for cultural evolution
Through the use of Parallel Evolution
Provides other examples of Parallel Evolution
not being achieved and the results
The Strategic how-to of the culture,
Allows other institutions to evolve to meet the
goal Implement proposals outlined in this study t
hat will grow adaptive leaders for dealing with
future complexities Allows adaptive leaders to be
nurtured once in the force