Snider-Army Profession and e

8/14/2019 Snider-Army Profession and e

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The Army Profession

and Ethic

The Center for theArmy Profession andEthic

04 DEC 12

CGSC Ethics Symposium2012

The overall classification of this brief is: UNCLASSIFIED


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Duty, H onor, Country

Agenda

Army Profession Background Dr. SniderArmy Profession and Ethic Concepts

Dr. Snider

Americas Army Our Profession SGM Stewart

Transferring Army Profession, Ethic

Concepts to Our Soldiers:Modeled Facilitation SGM Stewart

Questions and Discussion


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The U.S. Army as a M ili tary Profession( After a Decade of War, andDuring a Defense Reduction)

for

F t. Leavenworth Ethics ConferenceDecember 2012

Don M . Snider , PhDSeni or F el low, CAPE

Di stingui shed Vi si ting Pr ofessor, A WC/SSI


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How can I be a Professional

i f there is no Profession?(an Army Major, 2001)


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What professions do

Provide a vital service to the society which it cannot provide for itself, but must have to flourish

Work with expert (abstract) knowledge developed intohuman expertise not routine or repetitive worktakesyears of study and experiential learning

Earn and maintain the trust of their society by theeffective and ethical application of their expertisethemeans of social control is the Ethic

Are, therefore, granted relative autonomy in theapplication of their art and expertise...


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Three L ogics of Production

The Army is an info- age, producing organizationthe human expertise of modern land combat thedesign, generation, and support of the ethicalapplication of landpower All production ideally is organized under one ofthree logics:

The market of free, unregulated competitionwhere consumer choice determines services,products, and prices.

A bureaucracy of planned, supervised, controlledwork focused on predictability and efficiency.A profession of workers with specializedknowledge who organize and control their own

work based on a trust relationship with theirclient(s).


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Profession vs. Bureaucracy

Expert knowledge vs. Non-expert knowledgeAccepts life-long learning vs. You develop me New situations vs. Routine situations

Practice by humans vs. Work done by (all)Unlimited personal liability vs. Little personal liabilityInvests in humans first vs. SOPs; soft/hard wareMeasure effectiveness vs. Efficiency

Trust relationship w/client vs. Public marketGranted some autonomy vs. Closely supervisedDevelops worldview vs. None inherentMaintain ethos, self-policed vs. Externally imposed

Intrinsic motivations vs. Extrinsic motivationsA life-long calling vs. A job


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A Quintessential Act of

Professional PracticeBased on his/her expert knowledge...A member of the profession who is facing a newsituation or task Classifies the task (estimate/diagnosis), reasons about it(inferring from abstract knowledge applicable to the newtask/situation), and then acts on it (execution/action).Follows the action, evaluating it for effectiveness and,ultimately, adaptations to...The professions body of expert knowledge and its

jurisdiction of expert workThe practice the repetitive exercise of discretionary

judgment, action, and follow- up all decisions withhigh moral content


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Why Do We Care?Professions offer two unique characteristics to the nationthat bureaucratic organizations do not:

Expert Knowledge Professions create and expand expert knowledge while,Bureaucracies (and businesses) apply the knowledgethat professions have developed and discarded.

Social Control

Professional ethics develops the most powerful meansof controlling individual behavior in large groups thatare functioning under ambiguous, chaotic anddangerous circumstances, such as war.

Bureaucratic controls, usually based on promotion andmonetary rewards, have limited ability to controlpeople in these situations .

Development of soldiers and leaders who can make the rightchoices, and act on them effectively, during the heat of battleare essential to a successful American Army.


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The Army Profession Campaign (2011)

The Army Profession Campaign (2011) was aUS Army effort internally initiated to look criticallyat itself, as directed by the Secretary of the Armyand the Chief of Staff of the Army

The Army Profession Campaign (2011) was notin reaction to any one incident or issue

The US Army has performed exceptionally wellduring the decade of war, meeting and exceedingits Nations call

Demonstrated great strengths in adaptabilityof young leaders and dedication to servicethrough multiple deployments Also struggled in some areas to maintain the

highest standards of the Profession

Self-reflection is what effective Professions doand a natural part of the US Armys culture After Action Review

Ar my Chief ofStaff s

GuidingQuestions

The time is right toask ourselves:

1. What does it meanfor the Army to be a

Profession?

2. What does it mean tobe a professional?

3. After nine years ofwar (as of October

2010), how are we asindividual professionals

and as a professionmeeting theseaspirations?


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Duty, H onor, Country

Cur rent State of TrustLEVEL STATEMENT RESPONSE

INDIVIDUAL/GROUP

I trust other members of thisunit/org

67% Agree

I can trust my subordinates to fullysupport my directive

67% Agree

The Army allows candid opinionswithout fear of repercussions

25% Agree

People can make an honest mistakewithout ruining their career

40% Agree

ORG/INSTL The Army no longer demonstratesthat it is committed to me as much asit expects me to be committed

40% Agree

When an Army Senior Leader sayssomething, you can believe it is true

20%Disagree

PUBLIC Trust elected and appointed civilian

officials to do what is best for theArmy

38%

Disagree

Members of the Army have a greatdeal of respect for media

13% Agree


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1. No doctrine exists for the Army Profession

2. Cultural dysfunction exists; not living the Army Values

3. Significant lack of confidence in leader competence andcandor, a trust issue

4. Certification systems lack rigor and credibility

5. Professional military education undervalued and

underutilized6. Too much variance in standards and basic discipline

7. Some personnel policies are outdated and dont supportcareer needs

Army Profession CampaignConclusions

12


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Army Profession Concepts


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Membership in the US ArmyProfession

ServingProfessionals

AspiringProfessionals

ArmyVeterans ofHonorable

Service and

ArmyRetirees

Profession ofArms

(Uniformed Members)(Active/Guard/Reserve)

Army CivilianCorps

(Non-Uniformed Members)(DA Civilians)

Army Profession: The Army Profession is a unique vocation of expertscertified in the design, generation, support, and ethical application oflandpower, serving under civilian authority and entrusted to defendthe Constitution and the rights and interests of the American people.


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15

What We Learned Duringthe 2011-12 Campaign


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To be a steward of the professions knowledge

as well as its ethical and effective practice

When we first went there, we thought wewould have a conventional fight, .We had a

conventional fight, which turned quickly intoan insurgency that was compounded byterrorism We were surprised by the

changing tactics that we saw. We had no ideaabout the irregular aspect we were about to

face. We didnt recognize this was apossibility. And when we did recognize this, it

took us too long to adjust.

General Ray Odierno, interview with Arm y Times , 19 September, 2011


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Professional Certification Criteria

COMPETENCE in ExpertWork : The Professionals work isexpert work related to the design,generation, support, and ethicalapplication of landpower; theindividuals competence is to becertified by the Armycommensurate with the level ofcertification granted.

Moral CHARACTER requisite to being an Armyprofessional : The Armysexpert work creates a moralresponsibility to act on behalf ofa client rather than self and thusdemands a moral character of

sacrifice and service to onesown and the Armys Duty to thenation.

Resolute COMMITMENT tothe Army Profession : Byobservation and evaluation it isclear that the professional hasdeveloped a personal callingrequisite to an abidingcommitment to effective andhonorable service in the Armyand to the nation.

Entry(Oath of Service)

E n

t r y of Ar m yV

ol un

t e er s

InitialCertification

Re-Certification

Re-Certification

Boundary ofActive Service

Membersremain

aspiringProfessionals

until certified bythe institution

Professional status earnedonce certified by theinstitution and then

revalidated over time

Stillinfluential

members ofthe Army

Profession

ServingProfessional

AspiringProfessional

Veterans ofHonorable

Service

ArmyRetirees


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The Army Leader Requirements Model

Leaders are Professio nals;a ll Profess ionals prac t ice form al and inform al leadership

Individual Attributes and Competencies

ATTRIBUTES

COMPETENCIES

CHARACTER PRESENCE INTELLECT

LEADS DEVELOPS ACHIEVES

Army ValuesEmpathyWarrior/ Service EthosDiscipline

Military and professional bearingFitnessConfidenceResilience

Mental agilitySound judgmentInnovationInterpersonal tactExpertise

Leads othersBuilds TrustExtends influence beyond

the chain of commandLeads by exampleCommunicates

Creates a positive environment/Fosters esprit de corps

Prepares SelfDevelops othersStewards the profession

Gets results

ADP 6-22LRM


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Negotiated Jur isdictions ofThe Army Profession

External

Internal

Major CombatOperations

StabilityOperations

StrategicDeterrence

HomelandSecurity

Develop ExpertKnowledge

Develop Future

Professionalswith Expertise

Military-Technical

Moral-Ethical Political-Cultural

Human/LeaderDevelopment


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DO

BE

KNOW

Education(cognitive, knowing)

Training(behavioral,doing)

MoralDevelopment(who you ARE

YourHumanbeing orEssence


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MORALRECOGNITION

MORALJUDGMENT

MORALINTENTIONS

MORALACTION

James Rest (1986)

Stages of Moral Processing

Moral Development: Individual Transformation is Required

Capability, Ownership, & Confidence/Courage

Moral Capacity can be Developed Organizational Leaders can Lead such Transformations

Sequential Process


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Professional Leaders of CharacterHonorable Service

Leadership - the process of influencing others toaccomplish a mission.

Character - those moral qualities that constitute the

nature of a leader and shape his or her decisions andactions.Leader of Character - seeks to discover the truth, decide

what is right, and demonstrate the courage to act

accordingly. . . always.

TRUTH => RIGHT => ACTION


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Competence and Character

To succeed in peace and in war the Army needs professionals ofhigh military-technical competence and matching moral character.But is that the case now, after more than a decade of war? Are they

both up to the high standards of the profession?

If not, should the Army increase the developmental emphasis onone or the other; and, if so which one?

The U.S. Army traditionally is a superb trainer, developing military-technical skills War tends to improve the Armys technical skills across the professionwhile challenging the character of those who participate in it...

Thus the concept of aspiring to honorable service as one of theessential characteristic of the Army as military profession, and itsSoldiers and civilians as professionals.


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H onorable Service andthe Armys Ethic

Protects American society from exploitationby militarys monopoly of coercive power Distinguishes the Profession from theremainder of the societyProvides internal guidance necessary forprofessional status, the legitimacy of theArmy profession:

Individual moral conduct by members ofthe professionInstitutional behavioral norms for Armyprofession, internally and externally

Basis for moral development of Armyprofessionals


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Influences on the Culture and Ethic

Adopted from Anthony E. Hartle, Moral Issues in Military Decision Making (1989)


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The Framework of the Army Ethic

Legal Foundations (codified)

Moral Foundations

Army as Profession

(Values/norms for performance

of collective institution)

Legal-Institutional The U.S. Constitution Title 5, 10, 32, U.S. Code Treaties of which U.S. is party Status of Forces Agreements Law of Land Warfare

Moral-Institutional The U.S. Declaration of Independence Just War Tradition

Army Culture Can -do Trust Relationships of the Profession

Individual as Professional

(Values/norms for performance

of individual professionals)

Legal-Individual Oath of:

Enlistment

Commission

Service U.S. Code Standards of Exemplary

Conduct Uniform Code of Military Justice Rules of Engagement Soldiers Rules

Moral-Individual Universal Norms:

Accepted Human Rights Golden Rule of Interpersonal Behavior

Creed & Mottos: Duty, Honor, Country NCO Creed, Civilian Creed 7 Army ValuesSoldiers Creed, Warrior Ethos


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Democracy and powerful, professionalmilitary organizations do notrest easily with each other.

Professor Richard Betts, Columbia University, 2007;

author of Soldiers, Statesmen, and Cold War Cr isis; The I rony of Vietnam; and, Amer ican F orce


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The Players: US Civil-Military Relations

The State


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The Civil -M ili tary Bargain

Who controls the military instrument?What level of influence by the military is acceptable in a

liberal society?What is the appropriate role of the military?What pattern of civil-military relations best ensures theeffectiveness of the military instrument?Who serves?

Mackubin T. Owens, US Civil-Military Relations After 9/11: Renegotiatingthe Civil-Military Bargain (2011)


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The 6 Cri tical I ssuesCivilian Leaders - Military Leaders (A)

Civilian control at the nexus; bright lines or overlap Policy/Strategy Asia/Pacific vs. AfghanistanIran

Debt, Defense Reductions and DoD budget priorities FY13-18DoD/Army as Bill Payer; VA, personnel & military health care;modifications to retirements

Army Profession - American Society (B)Social norms as military values: gay marriage, women in combat,religious expression

Health: suicides, wounded warriors, PTSD/TBI; sexual assault

Army Leaders Jr Officers/Soldiers/Civilians (D)Army Ethic Eroded Espoused values vs. Values -in-use, seen instandards, certifications, covenant with Soldiers/families

Can the Stewards of the Profession deliver Army 2020 as profession?


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Backup Sl ides

l l


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H uman Developmental Domains

CompetenceIntellectualMilitaryPhysical

Character

EthicalSpiritualSocial

ArmyProfessional

Mind

Body CharacterEthicalSpiritualSocial


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Duty, H onor, Country 33

Developing Authentic L eaders

MORALRECOGNITION

MORALJUDGMENT

MORALINTENTIONS

MORALACTION

THE TRIAD OF MORAL CAPABILITIES

MORAL COMPLEXITY (Knowledge & Meta-Cognition)

MORAL AGENCY (Intentionality, Forethought, Self-Regulation, & Self-Reflection)

MORAL EFFICACY (Self-Efficacy & Means Efficacy)

Posi t ive Imp acts on

the Moral Reasonin gProcess

Instructional Products


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AP Pamphlet &Other Written

Materials

Digital Applications

https://cape.army.mil/

Trust & RespectBrochure

Videos

Video and WrittenCase Studies

Virtual Simulators

Instructional Products

ONLINE TRAINING SUPPORT PACKAGES (TSP)
https://www.cape.army.mil/https://www.cape.army.mil/


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11/12/2013

2010

Basic Training 7 Army Values Inculcation

ONLINE TRAINING SUPPORT PACKAGES (TSP)

2011

7 Army Values Mandatory Annual Unit

Training

2012

Company Command First Sergeant Course(CCFSC)CCFSC

https://cape.army.mil/

Three Realities
http://cape.army.mil/CompanyCommander/CCFSC.htmlhttps://www.cape.army.mil/https://www.cape.army.mil/http://cape.army.mil/CompanyCommander/CCFSC.htmlhttp://cape.army.mil/Army%20Values/INDEX.htmlhttp://cape.army.mil/Army%20Values/Values5.html


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The Army cannot simply declare itself to bea profession and its Soldiers or civilians tobe professionalsProfession is not the default or natural

character of the ArmyThe responsibility to develop Armyprofessionals, both leaders and followers,both uniformed and civilian, is mutuallyshared between the institution and theindividual

Thereforethe Army establishes criteria for

institutional certification of individualArmy professionals

Three Realities

The Essential Characteristics


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1. TRUST: A positive relationship with the American people based on mutual trust and respect isthe life-blood of the Army profession. The Army builds and sustains such trust through the active andcontinuous presence of the five essential characteristics of the profession. Only by militaryeffectiveness, performed through honorable service, by an Army with a winning esprit de corps, andwith members who steward the profession and its future and self-regulates itself can the Army be amilitary profession that the American people trust . Internal to the Army, trust serves as a vitalorganizing principle that establishes conditions necessary for an effective and ethical profession .Trustworthiness is the positive belief and faith in the competence, moral character, and calling ofcomrades and fellow professionals that permits the exercise of discretionary judgment - the corefunction of the Army professionals work.

2. MILITARY EXPERTISE: The Army creates its own expert knowledge , both theoretical and

practical, for the defense of the nation and the design, generation, support, and application of landcombat power . This land power is normally applied in Joint Operations through the full spectrum ofconflict and the subsequent establishment of a better peace. Such knowledge is unique and is notgenerally held outside the Army profession. The Army's expertise, then, is the ethical and effectiveapplication of that expert knowledge by certified individuals and units in the support and defense ofthe American people.

of the Army Profession (1 of 2)

The Essential Characteristics


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3. ESPRIT de CORPS: To prevail in arduous and chaotic warfare, the Army Profession must havespirited, self-aware professionals who compose cohesive and effective units embedded in a culturethat sustains traditions, respects customs and creates a sense of belonging by inspiring martialexcellence and the fortitude to never quit. Winning in combat is the only acceptable outcome; theArmy cannot fail the American people. The obligation to create and maintain such a dominant,winning spirit within the Army Ethic rests with Army leaders at all levels.

4. HONORABLE SERVICE: Without an effective and ethical Army Profession, the Nation isvulnerable to aggression. Thus the Army Profession exists not for itself but for the noble andhonorable purpose of preserving peace, supporting and defending the Constitution, and protectingthe American people and way of life. The Army performs that duty virtuously, with integrity andrespect for human dignity as the American people expect. Army Professionals are therefore called tomore than a job - they are called to the deep moral obligations of the Army's Duty. Under that callingthey willingly maintain the Army subordinate to civilian authorities and subordinate their own

interests to those of the mission, being ready, if need be, to sacrifice in the defense of the Republic.

5. STEWARDSHIP OF THE PROFESSION: All true professions must self-regulate - they createtheir own expertise and Ethic which they continually regenerate, reinforce, and enforce. The Armyhas existed for well over two centuries, but it has been a military profession for only half of thatperiod. It will only maintain its status as a profession with the American people if its leaders at alllevels, both military and civilian, serve daily as stewards of its evolving expert knowledge, thedevelopment of Army professionals and units to use that expertise, and the self-policing of theinstitution required by its Ethic. Because of this unique responsibility, Army leaders are over time thesine qua non of the Army as a military profession.

of the Army Profession (2 of 2)

Snider-Army Profession and e

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