ausa panel v “training for certainty and educating for uncertainty”
TRANSCRIPT
AUSA Panel VAUSA Panel V
““TRAINING FOR CERTAINTY TRAINING FOR CERTAINTY AND AND
EDUCATING FOR UNCERTAINTY”EDUCATING FOR UNCERTAINTY”
Panel MembersPanel Members
““TRAINING FOR CERTAINTY, EDUCATING FOR UNCERTAINTY”TRAINING FOR CERTAINTY, EDUCATING FOR UNCERTAINTY”
Panel Member Position TopicMr. Maxie McFarlandMr. Maxie McFarland TRADOC Deputy Chief of TRADOC Deputy Chief of
Staff for IntelligenceStaff for IntelligenceCOE & Lessons LearnedCOE & Lessons Learned
MG Barbara FastMG Barbara Fast CG, United States Army Intel CG, United States Army Intel Center & Ft. HuachucaCenter & Ft. Huachuca
Changes to Education –Changes to Education –Cultural AwarenessCultural Awareness
CSM John SparksCSM John Sparks TRADOC CSMTRADOC CSM Changes in Education –Changes in Education –NCOES/IETNCOES/IET
BGen Melvin SpieseBGen Melvin Spiese CG, Training Command, CG, Training Command, DCG, Training and DCG, Training and Education Command, USMCEducation Command, USMC
Joint Perspective – Joint Perspective – USMC Adaptations to USMC Adaptations to Training and Leader Training and Leader DevelopmentDevelopment
BG Mike Barbero BG Mike Barbero CG, JRTC & Ft. PolkCG, JRTC & Ft. Polk Collective Training – Collective Training – Changes and Replicating Changes and Replicating COECOE
LTC Steve BullimoreLTC Steve Bullimore OIF II BN CDROIF II BN CDR Warfighter Perspective – Warfighter Perspective – Leader tools required Leader tools required
ContextContext
• Nation at war• Adaptive, asymmetric threat• Protracted, full spectrum
conflict• Tactical missions with strategic
implications• Cultural awareness impacts military
operations• Soldiers deploy shortly after arrival
at first unit
““TRAINING FOR CERTAINTY, EDUCATING FOR UNCERTAINTY”TRAINING FOR CERTAINTY, EDUCATING FOR UNCERTAINTY”
Desired Skill Set of an Adaptive, Desired Skill Set of an Adaptive, Self Aware LeaderSelf Aware Leader
• Comfortable with being uncomfortable Comfortable with being uncomfortable • Adept at handling massive amounts of Adept at handling massive amounts of
informationinformation• Possesses technical savvyPossesses technical savvy• Able to devise creative solutions Able to devise creative solutions to complex challenges - thinkersto complex challenges - thinkers• Able to interact with indigenous Able to interact with indigenous populations populations • Understands 2Understands 2ndnd and 3 and 3rdrd order order
effects of actions – have global implicationseffects of actions – have global implications• Imbues Warrior Ethos – commands Imbues Warrior Ethos – commands
trust and confidence of Soldiers…trust and confidence of Soldiers…
““TRAINING FOR CERTAINTY, EDUCATING FOR UNCERTAINTY”TRAINING FOR CERTAINTY, EDUCATING FOR UNCERTAINTY”
TRADOC Panel V TRADOC Panel V ObjectivesObjectives
• Educate audiences about how the Army is adapting training and leader development and education programs to ensure Soldiers are prepared for the complex, uncertain, challenging environments of current and future battlefields.
• Provide diverse perspectives on anticipated requirements, resources, and challenges the Army faces in training and education.
• Stimulate creative thought and innovative approaches to training and education for the future
““TRAINING FOR CERTAINTY, EDUCATING FOR UNCERTAINTY”TRAINING FOR CERTAINTY, EDUCATING FOR UNCERTAINTY”
Association of the United States Army
2005 Conference
Mr. Maxie L. McFarlandDeputy Chief of Staff for Intelligence
United States Army Training and Doctrine Command
Globalization
ENDURING TRENDS:
ENDURING TRENDS:Technology Proliferation
Friction between Cultures
Competition for Natural Resources
Gangs & Drugs
Population and Economic Imbalance
Commercialization of Space
International Crime
•Some number of states will fail
• Conflict between states will continue
• U.S. will remain dominant global power
•U.S. will remain globally engaged
• Extremism will exist
• Which ones?
• Where and to what degree?
• Anti U.S. alliances and/or coalitions - Emerging regional powers
•Engaged where?, with whom?
• Global terrorism – rogue state – transnational organizations
RELATIVE CERTAINTIESRELATIVE CERTAINTIES KEY UNCERTAINTIESKEY UNCERTAINTIES
THERE WILL BE CONFLICT !WHERE? WHEN? WHO?
• Situations that are volatile, complex, uncertain and continuously changing.
• Threats that are combinations of traditional, irregular, unconventional and non-military.
• Environments that are urban, culturally diverse and governmentally fractured.
• Capabilities that are combinations of advanced, modern and low technologies.
• Tactics, methods and end states completely asymmetric to those of the United States.
FUTURE OPERATIONAL ENVIRONMENT WILL BE CHARACTERIZED BY:
…So that US Leaders are competent to:
• Operate and function with different cultures
• Understand, leverage and apply new technology
• Swiftly adapt to changing situations
• Create conditions for decisive conclusion and stability
• Full spectrum problems on every mission
• Dynamic change in tactics and technology during operations
• Integration of coalition, allied and partner forces
• Modular, adaptive capabilities for missions
• Human dimension (culture) a factor in all operations
Relative Certainties for Training
Relative Certainties for Training Educate for Uncertainties… Educate for Uncertainties…
Cultural Awareness Defined
Cultural Awareness is possessing an understanding, sensitivity, and appreciation of the history, values, experiences, behaviors, interactions, affective understanding and lifestyles of groups that include, but, are notlimited to: Race, Ethnicity, Gender, Sexual Orientation, Religious Affiliation,Socio-economic Status and Mental/Physical Abilities.
Colorado State University Research Center
“Culture is the ‘human terrain’ of warfare. Human terrain is key terrain.”
MG(Ret) Geoffrey Lambert
Cultural Intelligence
Advanced Training
Specific Training
CompetenceDecision MakersDecision Makers
UnderstandingKey PersonnelKey Personnel
AwarenessFocused or Pre-DeploymentFocused or Pre-Deployment
ConsiderationAll personnelAll personnel
“How and Why”
Timeline
ON
GO
ING
TRN
G
DE
PLO
YM
EN
T
OP
ER
ATIO
NS
+PLUS+PLUS
+PLUS+PLUS
+PLUS+PLUS
(Extract from “Through the Lens of Cultural Awareness”, LTC Wunderle, CGSC April 2005)
Integrating Culture into Operations
Professional Military Education Goals
Soldiers and Leaders who understand and can apply cultural knowledge to enhance and improve the accomplishment of their military missions.
I. Culture: understand the basic factors (beliefs, values, behaviors and norms) that comprise the key elements of any culture.
II. American Culture: understand the basic factors (beliefs, values, behaviors and norms) that comprise the key elements of American culture, and how these factors/biases impact how other cultures are viewed/perceived.
III. COE Culture: understand the basic factors (beliefs, values, behaviors and norms) that comprise the key elements of the COE culture.
IV. Impact of Cultural Knowledge on Military Operations: the ability of Soldiers/Leaders to apply their understanding of the COE culture to the successful accomplishment of their military operations.
Cultural Awareness Initiative
Goal: Establish the Fort Huachuca Cultural Center of Excellence
Build a center of applied cross-cultural training, education, applied research, and dissemination at Fort Huachuca
Forefront of applied research and development of training materials for cultures around the world
Collaborative team (Army, DOD, university faculty, and othergovernment agencies)
Consists of institutional training, training the force, training the trainer and distance learning
Closing ThoughtsThe “So What” of Cultural Awareness
NOT JUST FOR KNOWLEDGE !!!
To Facilitate application Soldiers and Leaders must :
Understand impacts of religion on how they actUnderstand impacts of geography on how they act and thinkUnderstand what may insult /offend themUnderstand what is important to themUnderstand the dangers of stereotyping and other biasesUnderstand how they (Indigenous Persons and Coalition Partners) thinkUnderstand social relationships and structure impacts the way they think or actUnderstand historical events and how they impact behaviors, beliefs andrelationshipsUnderstand how to communicate with Coalition Partners and Indigenous PersonsUnderstand Cultural Awareness impact on Battle Command
And then act to apply all of the above in the decisions and actions they take to accomplish their missions.
AgendaAgenda
Need to Transform Initial Entry Training (IET) Need to Transform Initial Entry Training (IET)
Current Warrior Tasks & Battle Drills (WTBD) Current Warrior Tasks & Battle Drills (WTBD)
Training in IETTraining in IET
NCOES TransformationNCOES Transformation
Transforming IETTransforming IET
Relevance and RigorRelevance and RigorRelevance and RigorRelevance and Rigor
Feed-back from OIF/OEFFeed-back from OIF/OEF
CSA directed A-Z review of IETCSA directed A-Z review of IET
WTBD recommendations & implementationWTBD recommendations & implementation
- Weapons Training- Weapons Immersion- Increased tactical training
Current WTBD Current WTBD in Initial Entry Trainingin Initial Entry Training
Challenges to Implementing WTBDChallenges to Implementing WTBD ResourcesResources
CadreCadre
RangesRanges
Weapons Immersion in AITWeapons Immersion in AIT
Transforming ForwardTransforming Forward Implementation of Weapons Immersion in AIT unitsImplementation of Weapons Immersion in AIT units
TRADOC & field commanders continue to evaluate how TRADOC & field commanders continue to evaluate how
Soldiers are prepared to conduct future combat operationsSoldiers are prepared to conduct future combat operations
FTX-3
CheckpointOperations
Convoy &DefensiveOperations
First AidNBC
Commo
CombativesBayonet
PatriotBRM
Grenades
MachineGuns
ARM
Gunfighter
Warrior
UrbanOpns
BasicTactics
IED/Mines
Quickfire
SkillValidation
WarriorDrills
Initial POI RevisionInitial POI Revision9 Week (Resourced)9 Week (Resourced)
STX
STX
Application of BCT Pilot LessonsApplication of BCT Pilot Lessons
Limited reinforcement time for DSLimited reinforcement time for DS
3 FTXs; final FTX about right length3 FTXs; final FTX about right length
STX validation at end of each phaseSTX validation at end of each phase
Most days very intense for cadre/DSMost days very intense for cadre/DS
Less time for COE training/immersionLess time for COE training/immersion
Warrior Tasks and Drills focus of POI Warrior Tasks and Drills focus of POI
Individual tasks trained in collective Individual tasks trained in collective settingsetting
After Day 5; 9 POI hours/dayAfter Day 5; 9 POI hours/day
Guard Duty
Law of War/ROE
FTX-2
FTX-1 STX
Squad EXEVAL
Land Nav
39 & 9
Focus on leading and warfighting - today
Develop innovative leaders capable of leading in uncertain and complex environments
Technical expertise must exist inside a warrior-first mentality
Reinforce the foundation of ethical decision making and Army values
Instruction that trains leaders for next job and prepare them for future responsibilities
NCOES must balance the needs of the current and future force
Educating NCOs
NCOES Transformation Strategy
Develop Train-Ahead concept (facilitates Life Long Learning with guided self development)
Reduce resident course lengths across NCOES - without degradation of learning outcome (supports Modular Force/ARFORGEN)
Expand experiential learning with increased situational awareness (Agile Leaders, COE, cultural awareness, lessons learned, and conceptual learning)
Marine Corps Adaptations Marine Corps Adaptations to to
Training & Leadership Training & Leadership DevelopmentDevelopmentBGen M. G. Spiese
CG, Training Command
MCRDRECRUITTRAINING
SCHOOLOF
INFANTRY
ENLISTED PMECPL | SGT | SSGT | GYSGT | 1st SGT
LEADER DEVELOPMENT
ENLISTED
THEBASIC
SCHOOL
MOSTRAINING
COMMAND AND
STAFFCOLLEGES
EUS ARMYCAREER LEVEL SCHOOL
WARCOLLEGES
OFFICEROFFICEREXPEDITIONARY
WARFARE SCHOOL
SKILL PROGRESSION BY GRADE/MOS
INITIALMOS
TRAINING
Lead
Subordinate
Leaders Develop
Subordinate
Leaders Develop
Leadership
Climate Develop
Leadership
Climate
Pvt /2ndLt
EntryLevel
Lead
Marines
ROAD MAPS
Leverage
and
Exploit DL
Leverage
and
Exploit DL
Reading Program
Reading Program
Leading
SelfPreparin
g
To
Lead
Developing the 21Developing the 21stst Century Leader Century Leader Leadership &
Mentorship (Lejeune
Leadership Institute)
EPME/T – Restructure
Entirely
TECOEsFunctional
ResponsibilitiesThroughout
TECOM
Officer PME/T
Gen
JPME (JKDDC)
JNTC
OCS/TBS TBSWOBCEWS
EWS OFEC(BATTLE
CAPT)
CSCSAW
TLS GOWPOCS
Corporals Course
Cpl SgtMaj-MGySgt
Sgts Course
Sgt
Career Course
SSgt
Adv CourseGySgt
Seminar Symposium
1stSgt-MSgt
Lieutenant Captain Major LtCol & Col
MAGTF Training Command
Surr. MEB StaffPredepl. Trng
CulturalTraining
Throughout TECOM
MC Center forLessons Learned(Forcing Function
For Change)
Skill Progression
Common Combat Skills Training
Unit TrainingProfessional Military
Education/Training
Leading
Change