The United States Army consists of three distinct components, the Regular Army, National Guard and Army reserve. Each part plays an integral role in providing support towards accomplishing the mission of the Army, to win at ground combat. However, after well over a decade of war, draw downs and build ups, Army survey data show mutual trust and cohesion between the Soldiers and Department of the Army (DA) Civilians within total force is insufficient. This lack of trust has had a degrading effect on readiness. Findings in the Brockerhoff, Licameli and Toffler’s (2015) report on the Center for the Army Profession and Ethic (CAPE) Annual survey of the Army Profession for Fiscal Year 2015 (CASAP FY15) show, coaching, counseling, mentoring and …show more content…
Each theme delivers focus for the training that will occur under the theme. The current AAOP program theme for FY 2017 and 2018 is “One Army, Indivisible”. The FY 17/18 AAOP information paper (Toffler 2016) states the intent of the current theme: “The Army conducts the FY 17-18 AAOP “One Army, Indivisible program to strengthen the bonds of trust within the Army profession and reinforce trust with the American people”. The emphasis and re-emphasis on trust is a notable occurrence throughout the AAOP program. It has been a part of each annual/ biennial theme since the program’s initial introduction. With the announcement of the current AAOP theme, CAPE aims to continue the forward momentum gained by previous themes towards its desired end state, a total force that embodies the essential characteristics of the Army …show more content…
However, survey data show that there is inadequate trust between Soldiers and DA Civilians within the Army profession. In order to rebuild trust within the total force the Army must continuously gauge the levels of trust that exist within its components, communities of practice and with the American people. Additionally, education and training in the Army profession and Ethic and a revised focus on coaching, counseling and mentoring will enhance character development and will assist in rebuilding the trust lost after more than a decade of war and continued over sea operations.
References
CY13 America’s Army, Our Profession Information paper (2013), retrieved from http://data.cape.army.mil/web/repository/aaop/education-and-training/CY13-AAOP-Info-Paper.pdf
Martin P Brockerhoff, Francis C. Licameli, and Patrick A. Toffler, (2015) CAPE Annual Survey of the Army Profession (CASAP FY15)
Toffler, Patrick A. (2016), FY 17-18 America’s Army – Our Profession Theme, “One Army, Indivisible”. Information paper
Appendix
The Center for the Army Profession and
The United States Army has been a leader in military prowess on the world stage since its inception in 1775, and with such a record, it is reasonably assumed that there must be solid foundation within the organization working to maintain the high level of performance. The Noncommissioned Officer Corps is one institution within the Army that serves as a large portion of this foundation that makes it the fighting force that it has always been, and the noncommissioned officers have been an integral piece since the very inception of the Army. The Prussian General Friedrich Wilhelm von Steuben, organizer of the Noncommissioned Officer Corps, encapsulated this idea when he coined the noncommissioned officer (NCO) as the backbone of the Army. (Arms, 1991) In an Army that is continuously adjusting to world around it while maintaining its status as the military leader to all other nations, the Noncommissioned Officer Corps has always provided the platform for continuity through a growing rank system based on its original core, an evolving training program to develop effective leaders, and a creed that moves us forward while remembering the rich history of the corps that came before us.
From family to squad members, communication acts as the cornerstone for a military officer, assisting in the mental health of the individual as well as facilitating the conduction of successful operations by an intricate, yet responsive, organization. Military officers are often times imagined as infallible heroes, unwavering against and untouched by the realities of modern warfare. Yet, newly commissioned, 22 year old officers often faces the arduous responsibilities of leading a platoon or flight comprised of men and women generally the same age as themselves into combat, or managing millions of dollars worth
The United States Army, in its current state, is a profession of arms. In order to be considered a profession, the organization must have an ethical code rooted in values, strong trust with its clients, and be comprised of experts within the trade. These experts are constantly developing the trade for the present and the future and hold the same shared view of their trade culture. The Army currently has an ethical code embodied in the Army Values, which provides guidance to the individual and the organization. These values are universal across the Army, regardless of an individual’s personal background or religious morals.
After the professionalization of the Army, all soldiers are now responsible for keeping the Army balanced. “The Profession of Arms” dated 8 December 2010, states that while there are many aspects to balance within an institution as massive as the Army, two are of particular relevance to this discussion. The first is the balance between the Army’s four fields of expertise, military-technical expertise, human development expertise, moral-ethical expertise, and political-cultural expertise. The second is the relationship between the Army’s culture and climate and its institutional
"A young man who does not have what it takes to perform military service is not likely to have what it takes to make a living." When joining the military you must perform your best to protect our country. Tons of men and women around the world fight for the country and make a career out of it. There are three major branches and many different jobs to go with each one. Each have many specific tasks. (Robbie Hughes Interview)
The US Army campaign issues in todays world are growing more relevant by the day. As a result it is increasingly important for the US Army to launched the Army White Paper the Profession of Arms. Have you ever hear about this campaign before and are you part of it? This white paper should meet a common understanding beyond the US Army soldiers, however the Army as a profession of arms it self. its has some meaning to fully understanding. In this essay, we are going to prove that the army as a profession of arms.
Human Resources personnel will always be needed with any organization that has people. The role of the HR professional is essential to support the Army’s greatest asset – it’s Soldiers. The functions of the Human Resources support lays the four fundamental core competencies that the Human Resources personnel must accomplish in support operations. They are to: Man the Force, Provide HR Services, Coordinate Personnel Support and Conduct HR Planning and Operations. Each of the listed core competencies are subordinate key functions that contribute to the success of each core competence. The role of the Human Resources Sergeant is vital to the infrastructure and success of the professional Soldier in the Profession of Arms. Undoubtable, the overwhelming success of the Army in its campaign to promote and maintain its posture as a profession, can be directly attributed to the support HR Personnel provide. In conclusion, it is apparent that not only do service member and the American public consider the military as a profession, it is now evident worldwide. (FM 1-0 Human Resources Support, 2014, p.
It also seeks to understand the task of the military and what separates the Army from other occupations (Griffiths, 2008). The Army Profession of Arms is composed of experts who are entrusted with application of ethics in the land combat power and then serve under the authority of a civilian and are also trusted with the duty of the constitution, interests and rights of the people of the United States of America. For example, an Army to a profession of arms calls for the responsibility of executing duties and serving the people of the United States of America while upholding the constitution. The aspects of professionalism are developed through extensive training and
Adaptive leadership is becoming widespread in the United States Army amongst junior officers in leadership positions that require quick thinking and innovation. Leonard Wong discusses how the versatile and unpredictable enemy and situations in Iraq produces adaptable junior officers. These officers are learning to make decisions under chaotic conditions and are becoming more mentally agile. The Army is changing. The Army is transforming its capabilities in the war in Iraq to be effective and successful. General Schoomaker states that we will not accomplish our goals as a nation in the 21st century unless our Army becomes much more agile but with the capacity for long term, sustained level of conflict. The Army is in the process of eliminating its old ways of war, it has to become somewhat of a decathlete. Trained for multiple events across a broad spectrum not just one event like a track athlete.
“It seems as if power were something to be wielded, always at someone’s expense, usually our own” (Brady, 1992). Brady is the victim of sexual abuse at the hands of a parent that has absolute power over their child, much like the power that drill sergeants have over trainees. This type of power that drill sergeants wield can be very intoxicating and addicting, much like alcohol or drugs, and can change a person. This change that power may cause is not always for the better, as this paper will examine in some detail, with regard to Army drill sergeants. Drill sergeants have a tremendous amount of power over trainees and any abuse in authority breaks a sacred trust for those that are just entering the Army. Sergeants
As our forefathers before us stated, ‘‘No one is more professional than I. I am a Noncommissioned Officer, a leader of soldiers. As a Noncommissioned Officer, I realize that I am a member of a time honored corps, which is known as “The Backbone of the Army (“The NCO Creed written by SFC Earle Brigham and Jimmie Jakes Sr”). These words to the Noncommissioned Officer should inspire us to the fullest with pride, honor, and integrity. The NCO creed should mean much more than just words whenever we attend an NCO’s school.
CF02,Full Range Leadership Development. (2012). Maxwell Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC)
The role of the Army Human Resources (HR) Sergeant is that of a leader in the Profession of Arms (The Profession of Arms 2010, p. 3) and also a subject matter expert on all matters pertaining to human resources support. Undoubtedly the core competencies of HR support including Man the Force, Provide HR Services, Coordinate Personnel Support, and Conduct HR Planning and Operations should be the main areas of expertise for an HR Sergeant (FM 1-0 Human Resources Support 2014, Figure 1-1). However, this essay focuses on the topic of empathy as one of three key psychological resource for moral action, the other two being self-command and moral pride (The Profession of Arms 2010, p. 14). It is straightforward to teach a Soldier technical ability
Upon graduation, each of us will face the challenge of building a cohesive team through mutual trust. Trust is the groundwork for any successful team. Just as the commander will learn to trust me, I in return will have to trust my commander. As a Command Sergeant Major (CSM) or Staff Sergeant Major (SGM), I realize that my Soldiers will not trust me right away, and I must gain their mutual trust through my daily interactions. By setting an example and living the Army Values, I will gain their mutual trust. My commander and I will plan team-building events often to maximize the opportunities to build the mutual trust within our organization with the staff and Soldiers. Understanding that team building requires an effort on everyone’s part but the chance to bridge any gaps tha...
The primary challenge for leaders in the Army is taking a group of individuals and molding them into a team. The framework that is employed to the greatest effect uses task-oriented instruction and is called battle focus training. After major objectives are defined, they are broken down into smaller sets. These smaller sets are known as collective tasks and are designed to be accomplished by small teams of soldiers. Each soldier is assigned one or more individual tasks that work together to accomplish the collective task. Training begins by teaching soldiers how to accomplish each of the individual tasks. At this point, emphasis is placed on the soldier as an individual. Although training is conducted in small groups, soldiers are evaluated independently of their peers. Once individual task mastery is achieved, leaders have soldiers begin to work together to accomplish collective tasks. This method of battle focus training incorporates aspects of both individualism and collectivism to accomplish the ultimate goal.