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Army principles of knowledge management
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The Army Knowledge Management Principles is a trio of dimensions that collaborate to form a very powerful single process, which enables the Army Enterprise to learn, store and share knowledge. “The objective of the Army Knowledge Management Principle is to connect those who know with those who need to know, (know-why, know-what, and know-how) by leveraging knowledge transfers from one-to-many across the Global Army Enterprise” (“The Army Knowledge Management Principles” N.D. pg. 1). The three dimensions are People/Culture, Technology and Process. Each dimension plays a role while Knowledge Managements fits in the middle overlapped by each dimension. There are twelve key principles as explained in the Army Knowledge Management Principles document “Twelve key principles are featured. Each Principle is followed by a rational and implications section” (“The Army Knowledge Management Principles” N.D. pg. 1) …show more content…
Culture and People dimension is the knowledge and verbally sharing it as well as putting it on Technology based databases for others to retrieve. Technology is the second dimension of Army Knowledge Management Principle. It is simply put as “a machine, piece of equipment, method, etc., that is created by technology” (Merriam-Webster’s, 1993). As the definition implies, it is one of the avenues knowledge can be stored, processed or retrieved by individuals who are seeking the knowledge that others are sharing. The final dimension is Process, it is the process implemented by agencies, commanders or units to ensure it is implied throughout the Army Enterprise. “Implementing these principles will
Unified Land Operations defines the army operational design methodology (ADM) as “a methodology for applying critical and creative thinking to understand, visualize, and describe unfamiliar problems and approaches to solving them. The operational design methodology incorporated into army doctrine serves as a method to compliment the military decision making process (MDMP). Although the ADM it is often confused with replacing MDMP, its purpose is to address complex problems from a nonlinear approach. ADM helps the commander to answer questions to problems. However, only a collaborative effort of an operation planning team (OPT) will achieve the approach to answering complex problems. Doctrine alone does not provide the answer to complex problems, but rather offers a guide to solve them. To conceptualize the MDMP, planners must incorporate ADM to provide a better understanding, visualization, and description of the problem. The purpose of this paper is to provide the framework to support why ADM is required in the MDMP.
The purpose of this paper is to provide a brief analysis of the United States Army’s organizational structure and its culture and how these two elements impact its workers, associates and affiliates. This paper will first examine the Army’s history, development and structure to highlight the origins of the Army’s culture. Secondly, a brief history of the Army’s organizational development will be followed by a close examination of its philosophy and supporting beliefs. Lastly, this paper will discuss the role of the Army’s leadership, their response to critical issues and the organizational structure of the Army. An analysis of the army’s top leaders will help the reader to understand the Army culture more thoroughly in the context of the Army’s organizational structure. More specifically this section of the paper will examine the Army leadership’s response to the current geo-political environment and other related issues. In conclusion, this paper hopes to highlight the Army’s overall functioning from an organizational standpoint and emphasize that idea that the Army is like a functional corporation. This will be accomplished by addressing various key questions throughout this text.
After more than ten years of persistent counterinsurgency (COIN) conflict and multiple simultaneous responses to several natural disasters, the United States Army is at a crossroads regarding professional education for its officers and enlisted force. Considering overseas contingency operations in Iraq are due to conclude in December 2011 and by 2014 for Afghanistan, it is plausible that strategic planners are considering the future make-up of what will constitute the Total Army Force to include new educational criteria for what could be a smaller force than was needed for present day operations. While this may be “peace dividend” speculation, there is precedence for the Army to reevaluate its force structure and personal qualification requirements after every major conflict over the last century. . Even though defense budget reductions should redoubt army equipment priorities, training deferrals because of persistent contingency operations have inhibited enlisted professional development despite that counterinsurgency operations require refocused soldiers training to improve their sense of situational understanding and application of observable operational ethics through conceptual enlisted leadership evaluation efforts.
The Army Human Resource System (AHRS) known as the Electronic Military Personnel Office or (eMILPO) is a web based multi-tiered application. It provides the Army Human Resource Community with a reliable mechanism for performing personnel actions and strength accountability. The System consolidates 43 Personnel Information Systems in one. This system provides visibility of the location, status, and skills of Soldiers in the United States Army. The primary users of this system are Human Resource Soldiers, Commanders, and First Sergeants. The primary features and functions of eMILPO include Personnel Services, Personnel Accounting, Reassignments, Promotions, Readiness, Workflows, System Services, PERSTEMPO, and DTAS.
In today’s operational environments, the U.S. Army is facing a range of problems and mission sets that are arguably more complex than previously encountered. Forces face an array of demands that encompass geo-political, social, cultural, and military factors that interact in unpredictable ways. The inherent complexity of today’s operations has underscored the need for the Army to expand beyond its traditional approach to operational planning. In March 2010 in FM 5-0: The Operations
Background: In 2003, the Army published its guidance on the implementation of the principles of Mission Command (MC); the leadership philosophy adopted by the Army. The ideals and principles were discussed and implemented throughout the Army over the course of Operations Enduring and Iraqi Freedom and are still being implemented in Operation Inherent Resolve. In 2012, the Army published updated doctrine to further explain and codify the principles of MC in ADP 6-0. The Army War College developed the Key Strategic Issues List for 2015-1016 and asked students in the FA49 ORSA Q-Course to identify one key strategic initiative and draft a white paper to discuss it. This white paper will discuss issue #7: "What cultural changes are needed in the Army for it to meet future challenges while embracing" MC? In this white paper, I will discuss what embedding and reinforcing mechanisms the Army senior leaders need to put into place to change the culture.
Operational leaders appreciate that SC is a critical element to achieving victory in current and future conflicts, but continue to struggle with how to employ SC given the lack of doctrine. A view across the combatant commands illustrates that “many different approaches to SC are being utilized, with uneven results. Processes are often quite different and integration into the planning process is not consistent.” Operational planners recognize SC is a necessary element of planning but are unsure how to plan for it.
... will have to become more innovative to achieve success as a result of advanced technology. Operations today require more time and effort to plan because there are new weapon systems being developed throughout the years. Commanders must be able to critically think and coordinate with others for success in modern day operations. They must be able to exploit the advantages of fighting as a combined, joint, and coalition team, just as the commanders in the invasion of Normandy had done. All nine principles of war will not fit in every operation although, at least three of them will; however, understanding which principles pertain to the commanders particular operation is essential for that commander to recognized as an advantage to succeed in his/her mission. The purpose of the principles of war is to guide warfighting at a strategic, operational, and tactical level.
The ability to understand a problem, determine the desired end state, and develop a strategy to achieve that end state is a highly sought after skill in every facet of the military profession. However, in a joint setting, the problems are generally much more complex requiring an advanced mastery of problem solving from joint staff officers. The complexities of planning on the joint staff level stem from the amount of education it takes to simply understand the problem. Joint staff officers not only must understand the components and capabilities of their own service, they must also understand any service they might interact with to include the nine combatant commands. These demands put a heavy emphasis on joint professional military education before the joint staff officer shows up to their assignm...
Our nation is made of different cultures, but in the Army the culture is what defines us. There are different levels of cultures in the Army. The student handout states that artifacts is what Soldiers see and feel while they serve in the Army. This entails the Army lingo, gear, ceremonies, uniforms, flags and so on. Espoused beliefs and values, describing our doctrines regulations, and policy statements (“An Army White Paper”, 2010, p. 10). Basic underlying assumptions is when the culture of the Army is taken for granted. The culture in the Army and the HR profession is what works in the changing profession.
The Best Profession by Far Kendy P. Phommavong Advance Leaders Course SSG Ramdipsingh/SSG Bass. The Best Profession by Far The Army profession is imposed, by the Chief of Staff of the Army, on all Soldiers and Department of Defense civilians, Army professionals, to carry on their responsibility in maintaining the Army as a military profession. Army professionals are the Soldiers and civilians who maintain the Army Profession; who meet the Army’s qualifications of competence, character, and commitment. Army professionals give the Army the image that the world sees and knows, so it’s very important for the Army professionals to upkeep the image, no matter what time of day it may be or where they are in the world. The Army Profession is by far the best profession because of the five characteristics: trust, honorable service, military expertise, stewardship, and esprit de corps, which most will express the great feeling of being a part of such an amazing organization.
Hansen M., Nohria N., and Tierney T. (1999), “What’s your Strategy for Managing Knowledge?,” Harvard Business Review (March 1999), 106–16.
...rstand that these principles are universal though, and the bottom line is that they trump departmental procedures and custom every time” (White).
What we will be examining is the problem of a college kid and money but how to fix those issues with the Army problem solving Process. It is hard but not impossible to use and apply all the army solving process to college life, it is actually very helpful because it helps maintain order and help you solve your problems. In college kids complain that they are to busy and don’t have any money to go out or to be able to do anything with their friends. I will go through the whole process of what to do to manage and help solve the issues of most college kids.
Pasher, E., & Ronen, T. (2011). The complete guide to knowledge management: A strategic plan to leverage your company 's intellectual capital. Hoboken, N.J: John Wiley & Sons.