AUSA Panel V

1. AUSA Panel V “TRAINING FOR CERTAINTY AND EDUCATING FOR UNCERTAINTY”

2. Panel Members “TRAINING FOR CERTAINTY, EDUCATING FOR UNCERTAINTY”

3. Context • Nation at war • Adaptive, asymmetric threat • Protracted, full spectrum conflict • Tactical missions with strategic implications • Cultural awareness impacts military operations • Soldiers deploy shortly after arrival at first unit “TRAINING FOR CERTAINTY, EDUCATING FOR UNCERTAINTY”

4. Desired Skill Set of an Adaptive, Self Aware Leader • Comfortable with being uncomfortable • Adept at handling massive amounts of information • Possesses technical savvy • Able to devise creative solutions to complex challenges - thinkers • Able to interact with indigenous populations • Understands 2nd and 3rd order effects of actions – have global implications • Imbues Warrior Ethos – commands trust and confidence of Soldiers… “TRAINING FOR CERTAINTY, EDUCATING FOR UNCERTAINTY”

5. TRADOC Panel V Objectives • Educate audiences about how the Army is adapting training and leader development and education programs to ensure Soldiers are prepared for the complex, uncertain, challenging environments of current and future battlefields. • Provide diverse perspectives on anticipated requirements, resources, and challenges the Army faces in training and education. • Stimulate creative thought and innovative approaches to training and education for the future “TRAINING FOR CERTAINTY, EDUCATING FOR UNCERTAINTY”

6. Association of the United States Army 2005 Conference Mr. Maxie L. McFarland Deputy Chief of Staff for Intelligence United States Army Training and Doctrine Command

7. Commercialization of Space Globalization Friction between Cultures Technology Proliferation ENDURING TRENDS: International Crime Gangs & Drugs Population and Economic Imbalance Competition for Natural Resources

8. RELATIVE CERTAINTIES KEY UNCERTAINTIES • Some number of states will fail • Conflict between states will continue • U.S. will remain dominant global power • U.S. will remain globally engaged • Extremism will exist • Which ones? • Where and to what degree? • Anti U.S. alliances and/or coalitions - Emerging regional powers • Engaged where?, with whom? • Global terrorism – rogue state – transnational organizations THERE WILL BE CONFLICT ! WHERE? WHEN? WHO?

9. FUTURE OPERATIONAL ENVIRONMENT WILL BE CHARACTERIZED BY: • Situations that are volatile, complex, uncertain and continuously changing. • Threats that are combinations of traditional, irregular, unconventional and non-military. • Environments that are urban, culturally diverse and governmentally fractured. • Capabilities that are combinations of advanced, modern and low technologies. • Tactics, methods and end states completely asymmetric to those of the United States.

10. Relative Certainties for Training Educate for Uncertainties… • Full spectrum problems on every mission • Dynamic change in tactics and technology during operations • Integration of coalition, allied and partner forces • Modular, adaptive capabilities for missions • Human dimension (culture) a factor in all operations • …So that US Leaders are competent to: • Operate and function with different cultures • Understand, leverage and apply new technology • Swiftly adapt to changing situations • Create conditions for decisive conclusion and stability

11. Cultural Awareness MG Barbara G. Fast Commander United States Army Intelligence Center

12. If you don’t know the Culture, You’ll never win the game!!

13. Cultural Awareness Defined Cultural Awareness is possessing an understanding, sensitivity, and appreciation of the history, values, experiences, behaviors, interactions, affective understanding and lifestyles of groups that include, but, are not limited to: Race, Ethnicity, Gender, Sexual Orientation, Religious Affiliation, Socio-economic Status and Mental/Physical Abilities. Colorado State University Research Center “Culture is the ‘human terrain’ of warfare. Human terrain is key terrain.” MG(Ret) Geoffrey Lambert

14. Integrating Culture into Operations OPERATIONS Competence Decision Makers Timeline DEPLOYMENT Understanding Key Personnel Awareness Focused or Pre-Deployment ONGOING TRNG Consideration All personnel Cultural Intelligence +PLUS Advanced Training +PLUS Specific Training +PLUS “How and Why” (Extract from “Through the Lens of Cultural Awareness”, LTC Wunderle, CGSC April 2005)

15. Professional Military Education Goals Soldiers and Leaders who understand and can apply cultural knowledge to enhance and improve the accomplishment of their military missions. I. Culture: understand the basic factors (beliefs, values, behaviors and norms) that comprise the key elements of any culture. II. American Culture: understand the basic factors (beliefs, values, behaviors and norms) that comprise the key elements of American culture, and how these factors/biases impact how other cultures are viewed/perceived. III. COE Culture: understand the basic factors (beliefs, values, behaviors and norms) that comprise the key elements of the COE culture. IV. Impact of Cultural Knowledge on Military Operations: the ability of Soldiers/Leaders to apply their understanding of the COE culture to the successful accomplishment of their military operations.

16. Cultural Awareness Initiative Goal: Establish the Fort Huachuca Cultural Center of Excellence Build a center of applied cross-cultural training, education, applied research, and dissemination at Fort Huachuca Forefront of applied research and development of training materials for cultures around the world Collaborative team (Army, DOD, university faculty, and other government agencies) Consists of institutional training, training the force, training the trainer and distance learning

17. Closing ThoughtsThe “So What” of Cultural Awareness NOT JUST FOR KNOWLEDGE !!! To Facilitate application Soldiers and Leaders must : Understand impacts of religion on how they act Understand impacts of geography on how they act and think Understand what may insult /offend them Understand what is important to them Understand the dangers of stereotyping and other biases Understand how they (Indigenous Persons and Coalition Partners) think Understand social relationships and structure impacts the way they think or act Understand historical events and how they impact behaviors, beliefs and relationships Understand how to communicate with Coalition Partners and Indigenous Persons Understand Cultural Awareness impact on Battle Command And then act to apply all of the above in the decisions and actions they take to accomplish their missions.

18. IET & NCOES Supporting an Army at War

19. Agenda • Need to Transform Initial Entry Training (IET) • Current Warrior Tasks & Battle Drills (WTBD) Training in IET • NCOES Transformation

20. Transforming IET • Feed-back from OIF/OEF • CSA directed A-Z review of IET • WTBD recommendations & implementation Relevance and Rigor • Weapons Training • Weapons Immersion • Increased tactical training

21. Current WTBD in Initial Entry Training • Challenges to Implementing WTBD • Resources • Cadre • Ranges • Weapons Immersion in AIT • Transforming Forward • Implementation of Weapons Immersion in AIT units • TRADOC & field commanders continue to evaluate how Soldiers are prepared to conduct future combat operations

22. FTX-3 STX FTX-1 FTX-2 STX STX Initial POI Revision 9 Week (Resourced) 39 & 9 NBC First Aid Bayonet Combatives Law of War/ROE Commo Guard Duty Land Nav Checkpoint Operations ARM Machine Guns Patriot Quickfire BRM Grenades Convoy & Defensive Operations Gunfighter Squad EXEVAL Application of BCT Pilot Lessons • Limited reinforcement time for DS • 3 FTXs; final FTX about right length • STX validation at end of each phase • Most days very intense for cadre/DS • Less time for COE training/immersion • Warrior Tasks and Drills focus of POI • Individual tasks trained in collective setting • After Day 5; 9 POI hours/day IED/Mines Urban Opns Basic Tactics Warrior Drills Skill Validation Warrior

23. Educating NCOs NCOES must balance the needs of the current and future force • Focus on leading and warfighting - today • Develop innovative leaders capable of leading in uncertain and complex environments • Technical expertise must exist inside a warrior-first mentality • Reinforce the foundation of ethical decision making and Army values • Instruction that trains leaders for next job and prepare them for future responsibilities

24. NCOES Transformation Strategy • Develop Train-Ahead concept (facilitates Life Long Learning with guided self development) • Reduce resident course lengths across NCOES - without degradation of learning outcome (supports Modular Force/ARFORGEN) • Expand experiential learning with increased situational awareness (Agile Leaders, COE, cultural awareness, lessons learned, and conceptual learning)

25. Marine Corps Adaptations to Training & Leadership Development BGen M. G. Spiese CG, Training Command

26. LEADER DEVELOPMENT ENLISTED MCRD RECRUIT TRAINING SCHOOL OF INFANTRY INITIAL MOS TRAINING ENLISTED PME CPL | SGT | SSGT | GYSGT | 1st SGT SKILL PROGRESSION BY GRADE/MOS OFFICER EXPEDITIONARY WARFARE SCHOOL THE BASIC SCHOOL MOS TRAINING E COMMAND AND STAFF COLLEGES WAR COLLEGES USARMY CAREERLEVELSCHOOL

27. MAGTF Training Command Surr. MEB Staff Predepl. Trng EPME/T – Restructure Entirely TECOEs Functional Responsibilities Throughout TECOM Officer PME/T MC Center for Lessons Learned (Forcing Function For Change) Developing the 21st Century Leader Leadership & Mentorship (Lejeune Leadership Institute) Lead Subordinate Leaders Develop Subordinate Leaders Develop Leadership Climate Develop Leadership Climate LeadingChange Preparing To Lead Lead Marines Leading Self Seminar Sgts Course Sgt Career Course SSgt Adv Course GySgt Corporals Course Cpl Symposium Pvt / 2ndLt SgtMaj- MGySgt 1stSgt-MSgt Captain Major LtCol & Col Lieutenant Gen Unit Training JNTC Professional Military Education/Training Entry Level JPME (JKDDC) Skill Progression Common Combat Skills Training GOWP TBS WOBC EWS CSC SAW EWS OFEC (BATTLE CAPT) TLS OCS/TBS OCS Leverage and Exploit DL Cultural Training Throughout TECOM Reading Program ROAD MAPS