a. The Army White Paper seeks define ourselves as a Profession of Arms and as Professional Soldiers in the era of constant conflict that we now live in. The paper is a thoughtful look into the past, present and future of our profession. It will have top leaders thinking about the direction of our profession and ways to keep the American Soldier a professional in his field. b. The beginning of the paper talks about the Army as a profession of arms by posing the question, “what does it mean to be a professional?”.
My intent is to provide a clear vision to the 4th ABCT, that states, “Be the best armor brigade in the world, consisting of trained, responsible, motivated, and caring Soldiers and Families; capable of executing any assigned mission with unequaled success. The 4th ABCT has experienced several challenges that have led to ethical and moral issues along with a lack of confidence in the leadership. A vision will provide the ABCT with a motto, something to up hold. Therefore, how current business is conducted needs to change. In order, to make a change and address the challenges that 4th ABCT
The Canadian National Defence (CND) faces a number of challenges, many of which are rooted in human iss6ues. These include a strained budget, recruitment and retention of personnel, a lack of diversity in the workforce, and outdated equipment and technology. CND has also been criticized for its lack of transparency and accountability, as well as its inability to effectively respond to changing global conditions and threats. Moreover, with the large number of Canadian Armed Forces personnel deployed abroad, the CND must ensure their physical and mental well-being, in addition to providing adequate training and support. Finally, the CND must continuously strive to remain up-to-date with the latest technology and tactics, in order to remain effective
The Monroe Doctrine was a threat to European nations for multiple reasons. To begin with, the Monroe Doctrine was a document that was written by John Quincy Adams. The states that were affected by the Monroe Doctrine are the European countries and the independent, smaller countries such as Mexico. The main thesis of the Monroe Doctrine is that America has forbidden Europe from invading other individual countries. The doctrine is a threat because it states that foreign countries are forbidden to enter and colonize land in the western hemisphere.
The CJCS also outlines and writes the National Military Strategy provided to Combatant Commanders as military context and translation of the National Defense
This model of professional development must be progressive and with a common career map for all NCOs. Focusing on the five lines of effort that are, military life cycle, education, assignment / experience, credentialing / experience and self-development. These lines of effort are focused on the tasks and missions that are link in establishing the operational and strategic conditions of the future. The development of future NCO will depend on how the leaders of the present will train in an institutional, operational and self-development way to the new generation. Responsibility and commitment is much greater because the war models have changed and have allowed the broadening assignments, operational assignment and professional assignment, in this way the combination of both generations will allow shared responsibility and stewardship for U.S.
The U.S. Army Junior Reserve Officers’ Training Corps (JROTC) is a program that was designed to teach high school students citizenship values, personal responsibility, and leadership all while using a military structure to teach students teamwork and self discipline. JROTC prepares the future of our nation to be a law abiding citizens in society. With the passage of the National Defense Act of 1916, JROTC was born. Today, in the 21st century, JROTC differs from 100 years ago. Without a doubt, JROTC will change in the 22nd century to adapt to social norms like today.
JROTC is going to continue being successful. From the beginning of 6 units in 1916, JROTC has expanded to 1645 schools today and to every state in the nation and American schools overseas. Cadet enrollment has grown to 281,000 cadets with 4,000 professional instructors in the classrooms. Comprised solely of active duty Army retirees, the JROTC instructors serve as mentors developing the outstanding young citizens of our
The NCO 2020 Soldier concept encompasses many different types of challenges from meeting the challenges of our new type of warfare to the vast difference skill sets that the new army soldiers have. We also need to consider the fact that many soldiers have deployed multiple times in Afghanistan and Iraq over the years, gaining knowledge on the art of our type of war and understanding the limitations our soldiers and leaders have encountered. This makes our senior Soldiers and junior NCOs very smart and adaptable in today’s constantly challenging environment. All of the soldiers that did not have combat experience were at a strong disadvantage. The Leadership courses were failing the soldier because the training did not help teach them the lessons learned in combat.
2. In a February 2007 article, Air Force News Agency writer Staff Sergeant Matthew Bates, quoting Air Force Chief of Staff, Gen T. Michael Moseley, stated: “The Air Force is half as large as it was during the Cold War era, but 10 times as busy.” The expanding role of the Air Force, particularly in cyberspace, intelligence, and unmanned aircraft operations, demands reevaluation of active duty priorities. The reserve components are fully capable of fulfilling these roles at a lower expense to the Air Force.
The effectiveness of a military organization can also be examined thru the lens of its tactical and technical training as well. Soldiers face extensive training to remain tactically and technically proficient in their warrior tasks and
The second is that military offensive capability is possessed. When state has a strong military capability it has a perfect chance to influence weaker states. ‘The stronger state can force other state to do what that state does not want to do’ (R. A. Dahl, 1957). The weaker states can form alliances to defend themselves but then anyway relay on others states.
The Army’s global operational requirements have generated an increased demand for Reserve Component forces availability, readiness, and utilization. However, the current pre-mobilization training model does not conform to the new requirements; thus, creating a training gap and hindering the ability to generate the necessary readiness. This paper will examine the historical context and will elaborate on the current Army dilemma of needing, generating, and maintaining an Operational Reserve while providing recommendations for an updated pre-mobilization training model to sustain such capability. Recommendations to increase the statutory available training days, for certain operational units, based on collective training readiness and operational
Accordingly, they are the most important things a unit does. The Army must focus on three strategic ends for training the Total Force: training units to be versatile and ready to support combatant commanders worldwide;and holding commanders responsible for the development and execution of progressive, challenging and realistic training guided by the doctrine of mission command. The outcome of these efforts will be more adaptive forces capable of achieving regional alignment or mission tailoring as required. Training for operational adaptability will take place at home station and combat training centers, in Army institutions and while deployed. During this critical transition period, Army leaders must recognize that problems do not have predetermined solutions, so training and leader development must continue to foster creativity at every
