The Army Profession and Ethic The Center for the Army Profession and Ethic 04 DEC 12

1. The Army Profession and Ethic The Center for the Army Profession and Ethic 04 DEC 12 CGSC Ethics Symposium 2012 The overall classification of this brief is: UNCLASSIFIED

2. Agenda • Army Profession Background – Dr. Snider • Army Profession and Ethic Concepts – Dr. Snider • “America’s Army – Our Profession” – SGM Stewart • Transferring Army Profession, Ethic Concepts to Our Soldiers: Modeled Facilitation – SGM Stewart • Questions and Discussion

3. The U.S. Army as a Military Profession(After a Decade of War, and During a Defense Reduction)forFt. Leavenworth Ethics ConferenceDecember 2012Don M. Snider, PhDSenior Fellow, CAPE Distinguished Visiting Professor, AWC/SSI

4. How can I be a Professional…if there is no Profession? (an Army Major, 2001)

5. 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 into human expertise… not routine or repetitive work…takes years of study and experiential learning… • Earn and maintain the trust of their society by the effective and ethical application of their expertise…the means of social control is the Ethic… • Are, therefore, granted relative autonomy in the application of their art and expertise...

6. The Army is an info-age, producing organization… the human expertise of modern land combat… “the design, generation, and support of the ethical application of landpower…” All production ideally is organized under one of three logics: The market of free, unregulated competition where consumer choice determines services, products, and prices. A bureaucracy of planned, supervised, controlled work focused on predictability and efficiency. A profession of workers with specialized knowledge who organize and control their own work based on a trust relationship with their client(s). Three Logics of Production

7. Expert knowledge vs. Non-expert knowledge Accepts 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 liability Invests in humans first vs. SOPs; soft/hard ware Measure – effectiveness vs. Efficiency Trust relationship w/client vs. Public market Granted some autonomy vs. Closely supervised Develops worldview vs. None inherent Maintain ethos, self-policed vs. Externally imposed Intrinsic motivations vs. Extrinsic motivations A life-long “calling” vs. A job Profession vs. Bureaucracy

8. Based on his/her expert knowledge... A member of the profession who is facing a new situation or task… Classifies the task (estimate/diagnosis), reasons about it (inferring from abstract knowledge applicable to the new task/situation), and then acts on it (execution/action). Follows the action, evaluating it for effectiveness and, ultimately, adaptations to... The profession’s body of expert knowledge and its jurisdiction of expert work The “practice”… the repetitive exercise of discretionary judgment, action, and follow-up… all decisions with high moral content A Quintessential Act of Professional Practice

9. Professions offer two unique characteristics to the nation that bureaucratic organizations do not: Expert Knowledge Professions create and expand expert knowledge while, Bureaucracies (and businesses) apply the knowledge that professions have developed and discarded. Social Control Professional ethics develops the most powerful means of controlling individual behavior in large groups that are functioning under ambiguous, chaotic and dangerous circumstances, such as war. Bureaucratic controls, usually based on promotion and monetary rewards, have limited ability to control people in these situations. Why Do We Care? Development of soldiers and leaders who can make the right choices, and act on them effectively, during the heat of battle are essential to a successful American Army.

10. The Army Profession Campaign (2011) • The Army Profession Campaign (2011) was a US Army effort internally initiated to look critically at itself, as directed by the Secretary of the Army and the Chief of Staff of the Army • The Army Profession Campaign (2011) was not in reaction to any one incident or issue • The US Army has performed exceptionally well during the decade of war, meeting and exceeding its Nation’s call • Demonstrated great strengths in adaptability of young leaders and dedication to service through multiple deployments • Also struggled in some areas to maintain the highest standards of the Profession • Self-reflection is what effective Professions do and a natural part of the US Army’s culture – “After Action Review” • Army Chief of Staff s Guiding Questions • The time is right to ask ourselves: • 1. What does it mean for the Army to be a Profession? • 2. What does it mean to be a professional? • 3. After nine years of war (as of October 2010), how are we as individual professionals and as a profession meeting these aspirations?

11. Current State of Trust

12. Army Profession Campaign Conclusions 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 and candor, a trust issue 4. Certification systems lack rigor and credibility 5. Professional military education undervalued and underutilized 6. Too much variance in standards and basic discipline 7. Some personnel policies are outdated and don’t support career needs

13. Army Profession Concepts

14. Membership in the US Army Profession Army Profession:The Army Profession is a unique vocation of experts certified in the design, generation, support, and ethical application of landpower, serving under civilian authority and entrusted to defend the Constitution and the rights and interests of the American people. Profession of Arms (Uniformed Members) (Active/Guard/Reserve) Army Veterans of Honorable Service and Army Retirees Aspiring Professionals Serving Professionals Army Civilian Corps (Non-Uniformed Members) (DA Civilians)

15. What We Learned During the 2011-12 Campaign

16. To be a steward of the profession’s knowledge as well as its ethical and effective practice… “When we first went there, we thought we would have a conventional fight, ….We had a conventional fight, which turned quickly into an insurgency that was compounded by terrorism … We were surprised by the changing tactics that we saw. We had no idea about the irregular aspect we were about to face. We didn’t recognize this was a possibility. And when we did recognize this, it took us too long to adjust.” General Ray Odierno, interview with Army Times, 19 September, 2011

17. Professional Certification Criteria Still influential members of the Army Profession Professional status earned once certified by the institution and then revalidated over time Members remain “aspiring Professionals” until certified by the institution Moral CHARACTER requisite to being an Army professional : The Army’s expert work creates a moral responsibility to act on behalf of a client rather than self and thus demands a moral character of sacrifice and service to one’s own and the Army’s Duty to the nation. COMPETENCE in Expert Work: The Professional’s work is expert work related to the design, generation, support, and ethical application of landpower; the individual’s competence is to be certified by the Army commensurate with the level of certification granted. Resolute COMMITMENTto the Army Profession: By observation and evaluation it is clear that the professional has developed a personal calling requisite to an abiding commitment to effective and honorable service in the Army and to the nation. Initial Certification Re-Certification Re-Certification Entry (Oath of Service) Boundary of Active Service Aspiring Professional Serving Professional Entry of Army Volunteers Veterans of Honorable Service Army Retirees

18. Individual Attributes and Competencies Leaders are Professionals; all Professionals practice formal and informal leadership The Army Leader Requirements Model ATTRIBUTES CHARACTER PRESENCE INTELLECT Army Values Empathy Warrior/Service Ethos Discipline Military and professional bearing Fitness Confidence Resilience Mental agility Sound judgment Innovation Interpersonal tact Expertise ADP 6-22 LRM LEADS DEVELOPS ACHIEVES Leads others Builds Trust Extends influence beyond the chain of command Leads by example Communicates Creates a positive environment/ Fosters esprit de corps Prepares Self Develops others Stewards the profession Gets results COMPETENCIES

19. External Internal Military- Technical Human/Leader Development Moral-Ethical Political- Cultural Negotiated Jurisdictions of The Army Profession Major Combat Operations Stability Operations Strategic Deterrence Homeland Security Develop Expert Knowledge Develop Future Professionals with Expertise

20. Moral Development (who you ARE KNOW DO Training (behavioral, doing) Education (cognitive, knowing) Your Human “being” or Essence BE

21. 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 MORAL RECOGNITION MORAL JUDGMENT MORAL INTENTIONS MORAL ACTION James Rest (1986) Sequential Process

22. Professional Leaders of Character Honorable Service Leadership - the process of influencing others to accomplish a mission. Character - those moral qualities that constitute the nature of a leader and shape his or her decisions and actions. Leader of Character - seeks to discover the truth, decide what is right, and demonstrate the courage to act accordingly. . . always. TRUTH => RIGHT => ACTION

23. Competence and Character • To succeed in peace and in war the Army needs professionals of high 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 on one 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 Army’s technical skills across the profession while challenging the character of those who participate in it... • Thus the concept of “aspiring to honorable service” as one of the essential characteristic of the Army as military profession, and its Soldiers and civilians as professionals.

24. Protects American society from exploitation by military’s monopoly of coercive power Distinguishes the Profession from the remainder of the society Provides internal guidance necessary for professional status, the legitimacy of the Army profession: Individual moral conduct by members of the profession Institutional behavioral norms for Army profession, internally and externally Basis for moral development of Army professionals Honorable Service and the Army’s Ethic

25. Influences on the Culture and Ethic Adopted from Anthony E. Hartle, Moral Issues in Military Decision Making (1989)

27. “Democracy and powerful, professional military organizations do not rest easily with each other.” Professor Richard Betts, Columbia University, 2007; author of Soldiers, Statesmen, and Cold War Crisis; The Irony of Vietnam; and, American Force

28. The people of our nation The Constitution and elected representatives The armed forces of our nation The Players: US Civil- Military Relations The information /media/press The State

29. The Civil-Military 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 the effectiveness of the military instrument? • Who serves? Mackubin T. Owens, US Civil-Military Relations After 9/11: Renegotiating the Civil-Military Bargain (2011)

30. Civilian Leaders - Military Leaders (A) Civilian control at the nexus; “bright lines” or overlap Policy/Strategy – Asia/Pacific vs. Afghanistan…Iran Debt, Defense Reductions and DoD budget priorities FY13-18 DoD/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 in standards, certifications, covenant with Soldiers/families Can the “Stewards” of the Profession deliver Army 2020 as profession? The 6 Critical Issues

31. Backup Slides

32. Competence Intellectual Military Physical Character Ethical Spiritual Social Human Developmental Domains Mind Army Professional Character Body • Ethical • Spiritual • Social

33. Developing Authentic Leaders

34. Instructional Products https://cape.army.mil/ Virtual Simulators AP Pamphlet & Other Written Materials Video and Written Case Studies Digital Applications Trust & Respect Brochure Videos

35. ONLINE TRAINING SUPPORT PACKAGES (TSP) https://cape.army.mil/ 2010 Basic Training 7 Army Values Inculcation 2011 7 Army Values Mandatory Annual Unit Training 2012 Company Command First Sergeant Course (CCFSC) CCFSC

36. Three Realities • The Army cannot simply declare itself to be a profession and its Soldiers or civilians to be professionals • “Profession” is not the default or natural character of the Army • The responsibility to develop Army professionals, both leaders and followers, both uniformed and civilian, is mutually shared between the institution and the individual Therefore…the Army establishes criteria for institutional certification of individual Army professionals

37. The Essential Characteristics of the Army Profession (1 of 2) 1. TRUST: A positive relationship with the American people based on mutual trust and respect is the life-blood of the Army profession. The Army builds and sustains such trust through the active and continuous presence of the five essential characteristics of the profession. Only by military effectiveness, performed through honorable service, by an Army with a winning esprit de corps, and with members who steward the profession and its future and self-regulates itself – can the Army be a military profession that the American people trust .Internal to the Army, trust serves as a vital organizing 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 of comrades and fellow professionals that permits the exercise of discretionary judgment - the core function of the Army professional’s 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 land combat power. This land power is normally applied in Joint Operations through the full spectrum of conflict and the subsequent establishment of a better peace. Such knowledge is unique and is not generally held outside the Army profession. The Army's expertise, then, is the ethical and effective application of that expert knowledge by certified individuals and units in the support and defense of the American people.

38. The Essential Characteristics of the Army Profession (2 of 2) 3. ESPRIT de CORPS: To prevail in arduous and chaotic warfare, the Army Profession must have spirited, self-aware professionals who compose cohesive and effective units embedded in a culture that sustains traditions, respects customs and creates a sense of belonging by inspiring martial excellence and the fortitude to never quit. Winning in combat is the only acceptable outcome; the Army 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 is vulnerable to aggression. Thus the Army Profession exists not for itself but for the noble and honorable purpose of preserving peace, supporting and defending the Constitution, and protecting the American people and way of life. The Army performs that duty virtuously, with integrity and respect for human dignity as the American people expect. Army Professionals are therefore called to more than a job - they are called to the deep moral obligations of the Army's Duty. Under that calling they 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 create their own expertise and Ethic which they continually regenerate, reinforce, and enforce. The Army has existed for well over two centuries, but it has been a military profession for only half of that period. It will only maintain its status as a profession with the American people if its leaders at all levels, both military and civilian, serve daily as stewards of its evolving expert knowledge, the development of Army professionals and units to use that expertise, and the self-policing of the institution required by its Ethic. Because of this unique responsibility, Army leaders are over time the sine qua non of the Army as a military profession.