United States ArmyTheir Use of Learning

Karen GullifordSteve Tyler

Shannon Jones 1

The Strongest Force in the Worldwww.goarmy.com

Established in 1775 Largest of the U.S. Armed Forces “The U.S. Army, a key component of the U.S. Armed Forces, is

made up of the best-trained, most dedicated, most respected Soldiers in the world — protecting America’s freedoms at home and abroad, securing our homeland, and defending democracy worldwide.”

“A Soldier in the U.S. Army is the embodiment of physical strength, emotional strength and strength of purpose. As a Soldier, you will be prepared to serve our country whenever and wherever you are needed, combat-ready at all times, trained to counter any threat, anywhere.”

2

The Strongest Force in the Worldwww.goarmy.com

Two basic components:– Operational Division

Active units 2 Reserve units (National Guard and Reserve)

– Institutional Division Supports the Operational Division

Army has three commands:– Army Forces Command (FORSCOM) – forces on land– Training and Doctrine Command (TRADOC) – training– “Materiel” Command (AMC) – logistics and supplies3

Presentation Agenda

United States Army: then and now

Changes that have occurred

Evidence of continued organizational learning and knowledge sharing

Our stories

4

US Army: Learning THEN (1999)

Major focus had been the Soviet Union (Cold War) but that had changed

New focus on peacekeeping instead of combat New: CALL (Center for Army Lessons Learned)

– Look for where opportunities exist

New: AAR (After Action Review)– Thinking jointly

Counterinsurgency Field Manual (COIN) – Changes 5

AAR in Action

Field Training Exercise

6

US Army: Learning NOW

9/11: from open air combat to close urban combat– Terrorism at home– New weapons

New strategy: win over the people, provide for them and they will embrace democracy

New technology on the battlefield; DOOM game More robust use of AAR War live on TV (Gulf War, Iraq and Afghanistan)7

Army’s Structure

Little Army = platoon (16 - 44), company (62 -190), battalion (300 - 1000), brigade (3000 – 5000)

Big Army = entire Dept. of the Army organization

Little army transfers info much better– Can filter up to Big army but takes more time

Formal and informal learning structures Standards for capturing learning

8

Types of AARs – Formal (Big Picture Army)

Held at Company level and above Have external observers and controllers Take more time Use complex training aids Are scheduled before hand Are conducted where best supported

9

Types of AARs – Informal (Daily Operations)

Normally held at Platoon Level and below Use the standard AAR format Conducted by internal chain of command Take less time Use simple training aids Conducted when needed Held at the training site

10

Different interview paths;One interesting conclusion

Retired Army officer Retired from the Army

and now works for the Army

Currently an enlisted officer

Consultant working with the Army

11

Shannon’s interviews: W. Bailey, Retired

Rhett Wilcox, Retired

12

AAR: A soldier’s perspective

Two war fronts: Iraq & Afghanistan Complexity of AAR has changed Need for formal AAR lessened One size does not fit all Unlearn successful techniques and tactics Shift from tactical only planning Constantly trains for war Does a great job with knowledge sharing

13

Karen’s interview: John Parrott, LTC - TRADOC

Training and Doctrine CommandInspector General’s Office

Assist, Investigate, Teach, Train

14

Improvements in After Action Reviews (AAR)

Integration of technology– Documents prepared online– Not just debriefing

Complete confidentiality – really Assistance sessions- Near Transfer Surveys – How are we doing?

15

How is the Army Learning and Keeping Memory?

TRADOC is the keeper of AAR, data AAR’s and Surveys mainly, training Changing with society

– sometimes has to be top - down

Listen to Contractors/Consultants Make learning easy based on the level Change still slow - unlearning Leadership wants to know: “Good Fertilizer”

16

Steve’s interview:Ann Marie Petrucelli,

Consultant

17

Organizational Memory?

Unlearn combat to learn peacekeeping Examine COIN with new philosophy

– From counterinsurgency to persuasion through actions and assistance

Embrace new technology to support and share learning

18

Sharing Knowledge?

There is a pamphlet for everything Role play before conducting AAR Online place to post presentations/training Standardized every lesson plan and provided

resource to post comments after teaching CURVE (Curriculum Revise, Review, and

Validate) twice a year Instructors use Blackboard

19

Other Points About Learning:

All test questions must point back to specific learning objectives

Standard templates for leader’s guides and participant materials

All learning supports Core Values – Loyalty, Duty, Respect, Honor, Selfless-Service,

Integrity, Personal Courage

Transition document when leaving a position– Ensures continuity for new person

20

Our Intersection of Interviews

The outcome of our different interviews brought us to the same place:

Consistent collecting and sharing of knowledge Organizational learning behaviors

– Evolving and changing– Collaborative– Intentional– Integrative– Action oriented

21

Dixon’s Four Points

Dixon’s Points Army’s ExampleLearning is a part of the work and work involves learning… (intertwined functions)

• AAR• All training/testing aligns with the learning objectives

Learning is fundamentally about making meaning out of experience…

• AAR• Serial Transfer (Also Near, Far, Strategic, and Expert)• Transitional Document

Organizational learning results from intentional and planned efforts to learn…

• AAR • Strategic for Big Army; Near & Serial for Little Army• CURVE (Curriculum Revise, Review, and Validate) twice a year

As a collective we are capable of learning our way to the answers we need to address our difficult problems…

• AAR • CURVE (Curriculum Revise, Review, and Validate) twice a year

22

Activity: AAR for CMap

After Action Review participation rules:– No sugar coating– Discover the ground truth– No thin skins– Take notes– Call it as you see it

23

Activity: AAR Feedback

SUSTAIN Like it for a review; supposed to happen Ability to vet our thoughts

IMPROVES How to address non-consensus; how do we not

agree? Avoid side-tracks; stay on subject

24

Discussion Question:

“In the Army, if we have a learning problem or something that does not work right, we have unlimited resources to throw at it until it is fixed. What do medium and small (private) companies do?”

25