U' S' ARMY WAR COLLEGE

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U. S. ARMY WAR COLLEGE
CARLISLE BARRACKS, PENNSYLVANIA
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Institutional Learning Objectives

• Distinguish the uniqueness of strategic-level
  leadership and apply competencies required by
  strategic leaders.
• Use strategic thought processes to evaluate the
  national security challenges and opportunities
  facing the United States in the 21st Century.
• Evaluate the theory of war and strategy.
• Evaluate DoD, joint, interagency,
  intergovernmental, multinational, and NGO
  processes and relationships, including Army
  contributions to the nation in peace and war.
• Evaluate the role of landpower in joint,
  interagency, intergovernmental, and multinational
  operations.
• Synthesize theater strategies, estimates, and
  campaign plans to employ military power in a
  unified, joint, interagency, intergovernmental,
  and multinational environment.
• Synthesize critical elements, enablers, and
  processes that define the strategic environment
  in peace and war.
• Study and confer on the American military
  profession and guide its future direction.

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AY 05 Curriculum
TERM I (110 Academic Days)
TERM II (44 Academic Days)
TERM III (44 Academic Days)
OR I ENTAT ION COURSES
NATL SECUR I TY SEM
COURSE 1
COURSE 2
COURSE 3
COURSE 4
WINTER RECESS
SPRING RECESS
SCE
REGIONAL STRATEGIC APPRAISALS
STRATEGIC LEADER- SHIP
WAR, NATIONAL POLICY AND STRATEGY
JOINT PROCESSES AND LANDPOWER DEVELOP- MENT
IMPLEMENT- ING NATIONAL MILITARY STRATEGY
ELECTIVES
ELECTIVES
STRATEGY RESEARCH PROJECT
AY 06 Curriculum
10 days
35 days w/DC trip
FST-Fundamentals of Strategic Thinking TWS-Theory
of War and Strategy SL-Strategic
Leadership NSPS-National Security Policy and
Strategy INMS-Implementing National Military
Strategy JPLD-Joint Processes and Landpower
Development
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Fundamentals of Strategic Thinking
10 Days, 10 Lessons and CSA Lecture
Course Calendar
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Fundamentals of Strategic Thinking

• Comprehend selected cognitive and interpersonal
  competencies required by strategic leaders
  operating in a JIIM environment.
• Apply strategic thinking processes necessary to
  sustain innovative and ethical organizations in a
  JIIM environment.

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Theory of War and Strategy
27 Days, 21 Lessons
New York City trip occurs during the course
Block I Strategy, War, and the International
System International System Actors, Interests,
Tools for Analysis, Power The Role of War Block
II The Nature of War and Strategy The Nature
and Characteristics of War Strategic
Constraints Legal, Ethical, Legitimacy,
Limited War Block III Theories of War and
Strategy General Theories of War Theories of
Sea Power, Airpower, and Weapons of Mass
Destruction Theories of Employment Theories of
Insurgencies, Counterinsurgencies, and
Terrorism Block IV Conflict Termination,
Aftermath, and the Future Winning, Conflict
Termination and Post-Conflict Operations The
Future of War and Strategy
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Theory of War and Strategy

• Evaluate the nature and theory of war and its
  evolving character and conduct.
• Analyze the nature and theory of grand, national,
  and military strategy.
• Evaluate the relationship between the theory of
  war and the execution of military strategy.
• Analyze the future of war and strategy.

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STRATEGIC LEADERSHIP
COURSE LM2201
14 Days, 16 Lessons
Application
Negotiation Exercise Gettysburg Staff
Ride Capstone Exercise Anton Myer Army Leader Day
Conceptual Competencies
Interpersonal Competencies
Technical Competencies
Adaptation to Future Managing Change
Visioning Organizational Culture Military
Profession Ethics
Negotiating Decision Making Multicultural
Environment Command Climate/Teams
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Strategic Leadership-I

• Comprehend the unique aspects of leadership
  required at the strategic level.
• Analyze the role of the strategic leader in
  evaluating the climate and culture of an
  organization, aligning these with the strategic
  vision, and then leading the organization through
  the change processes necessary to implement this
  alignment.

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Strategic Leadership-II

• Analyze the leadership skills (interpersonal,
  conceptual, and technical) necessary to sustain
  innovative, agile and ethical organizations in a
  joint, interagency and multinational environment.
  
• Comprehend the role of senior military leaders as
  stewards of the profession of arms.

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National Security Policy and Strategy
27 Days, 27 Lessons
Middle East Symposium occurs during the course
Block I The Contemporary Security Environment
and National Security Processes International
Domestic Environments Actors, Rules
Trends U.S. National Security System NSC,
Interagency Process Role of the
Military National Security Policy and Strategy
Formulation Processes Elements of National
Power National Security Strategy Case Study
NSC 68 Block II Contemporary Security Issues
and National Security Strategies Key National
Security Documents NSS, NDS, QDR,
NMS Terrorism Homeland Security International
Security Issues (Proliferation, Crime, Social
Issues, Internal Violence Interstate
Conflict) and Corresponding Strategies Middle
East Symposium Strategy Formulation Exercise
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National Security Policy and Strategy

• Analyze the international and domestic aspects of
  the contemporary operating environment and their
  impact on the formulation of US national security
  strategy.
• Analyze national security policy and strategy
  formulation processes.
• Evaluate US policy and strategy for key
  international, transnational, and regional
  security issues.

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IMPLEMENTING NATIONAL MILITARY STRATEGY
7 Modules, 36 Days
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Implementing National Military Strategy-I

• Analyze the Unified Commanders relationship with
  the President and SECDEF, CJCS, JCS, Military
  Departments, Services and Supporting/Supported
  Commanders in implementing national military
  strategy.
• Apply the joint deliberate and crisis action
  planning considerations involved in translating
  national and theater-strategic guidance into
  operations plans and campaign plans.
• Apply the considerations in joint and Service
  doctrine essential to theater campaign planning.

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Implementing National Military Strategy-II

• Apply the considerations for operations across
  the range of military operations, including
  interagency coordination and multinational
  operations.
• Comprehend Service responsibilities,
  capabilities, and limitations in supporting
  Unified Commanders as they develop and execute
  campaign plans.
• Apply senior leader competencies necessary at the
  Unified Commander level.

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COURSE LM2202
17 Days, 20 Lessons
Joint Processes Landpower Development (JPLD)
Capability Guidance JSPS/JROC IPLs/Readiness Trans
formation
Landpower is the focus but Defense processes
addressed
Capability Development Force Management Industry
Day Science Technology
Capability Selection Federal Defense
Budget Resource Allocation
Application End of Block Exercises End of Course
Exercise
Capability Delivery Manning Equipping Sustaining D
SCA
National Military Strategy -----------------------
---------------------Trained and Ready Forces
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Joint Processes andLand Power Development-I

• Understand the Department of Defenses strategic
  planning, resourcing, and acquisition processes.
• Analyze the roles and responsibilities of the
  Secretary of Defense, Joint Chiefs of Staff,
  Services, and Combatant Commanders as they relate
  to strategic planning, resourcing, and
  acquisition processes.

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Joint Processes andLand Power Development-II

• Examine how the Service and Defense Agencies
  provide forces and capabilities to the Combatant
  Commanders.
• Evaluate where to best resource the Services,
  Defense Agencies, and SOCOM to transform the
  military to meet current and future national
  security challenges at lowest risk.