AUSA Panel VAUSA Panel V

““TRAINING FOR CERTAINTY TRAINING FOR CERTAINTY AND AND

EDUCATING FOR UNCERTAINTY”EDUCATING FOR UNCERTAINTY”

Panel MembersPanel Members

““TRAINING FOR CERTAINTY, EDUCATING FOR UNCERTAINTY”TRAINING FOR CERTAINTY, EDUCATING FOR UNCERTAINTY”

Panel Member Position TopicMr. Maxie McFarlandMr. Maxie McFarland TRADOC Deputy Chief of TRADOC Deputy Chief of

Staff for IntelligenceStaff for IntelligenceCOE & Lessons LearnedCOE & Lessons Learned

MG Barbara FastMG Barbara Fast CG, United States Army Intel CG, United States Army Intel Center & Ft. HuachucaCenter & Ft. Huachuca

Changes to Education –Changes to Education –Cultural AwarenessCultural Awareness

CSM John SparksCSM John Sparks TRADOC CSMTRADOC CSM Changes in Education –Changes in Education –NCOES/IETNCOES/IET

BGen Melvin SpieseBGen Melvin Spiese CG, Training Command, CG, Training Command, DCG, Training and DCG, Training and Education Command, USMCEducation Command, USMC

Joint Perspective – Joint Perspective – USMC Adaptations to USMC Adaptations to Training and Leader Training and Leader DevelopmentDevelopment

BG Mike Barbero BG Mike Barbero CG, JRTC & Ft. PolkCG, JRTC & Ft. Polk Collective Training – Collective Training – Changes and Replicating Changes and Replicating COECOE

LTC Steve BullimoreLTC Steve Bullimore OIF II BN CDROIF II BN CDR Warfighter Perspective – Warfighter Perspective – Leader tools required Leader tools required

ContextContext

• 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”TRAINING FOR CERTAINTY, EDUCATING FOR UNCERTAINTY”

Desired Skill Set of an Adaptive, Desired Skill Set of an Adaptive, Self Aware LeaderSelf Aware Leader

• Comfortable with being uncomfortable Comfortable with being uncomfortable • Adept at handling massive amounts of Adept at handling massive amounts of

informationinformation• Possesses technical savvyPossesses technical savvy• Able to devise creative solutions Able to devise creative solutions to complex challenges - thinkersto complex challenges - thinkers• Able to interact with indigenous Able to interact with indigenous populations populations • Understands 2Understands 2ndnd and 3 and 3rdrd order order

effects of actions – have global implicationseffects of actions – have global implications• Imbues Warrior Ethos – commands Imbues Warrior Ethos – commands

trust and confidence of Soldiers…trust and confidence of Soldiers…

““TRAINING FOR CERTAINTY, EDUCATING FOR UNCERTAINTY”TRAINING FOR CERTAINTY, EDUCATING FOR UNCERTAINTY”

TRADOC Panel V TRADOC Panel V ObjectivesObjectives

• 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”TRAINING FOR CERTAINTY, EDUCATING FOR UNCERTAINTY”

Association of the United States Army

2005 Conference

Mr. Maxie L. McFarlandDeputy Chief of Staff for Intelligence

United States Army Training and Doctrine Command

Globalization

ENDURING TRENDS:

ENDURING TRENDS:Technology Proliferation

Friction between Cultures

Competition for Natural Resources

Gangs & Drugs

Population and Economic Imbalance

Commercialization of Space

International Crime

•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

RELATIVE CERTAINTIESRELATIVE CERTAINTIES KEY UNCERTAINTIESKEY UNCERTAINTIES

THERE WILL BE CONFLICT !WHERE? WHEN? WHO?

• 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.

FUTURE OPERATIONAL ENVIRONMENT WILL BE CHARACTERIZED BY:

…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

• 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

Relative Certainties for Training

Relative Certainties for Training Educate for Uncertainties… Educate for Uncertainties…

Cultural Awareness

MG Barbara G. Fast

Commander

United States Army Intelligence Center

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

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 notlimited 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

Cultural Intelligence

Advanced Training

Specific Training

CompetenceDecision MakersDecision Makers

UnderstandingKey PersonnelKey Personnel

AwarenessFocused or Pre-DeploymentFocused or Pre-Deployment

ConsiderationAll personnelAll personnel

“How and Why”

Timeline

ON

GO

ING

TRN

G

DE

PLO

YM

EN

T

OP

ER

ATIO

NS

+PLUS+PLUS

+PLUS+PLUS

+PLUS+PLUS

(Extract from “Through the Lens of Cultural Awareness”, LTC Wunderle, CGSC April 2005)

Integrating Culture into Operations

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.

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 othergovernment agencies)

Consists of institutional training, training the force, training the trainer and distance learning

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 actUnderstand impacts of geography on how they act and thinkUnderstand what may insult /offend themUnderstand what is important to themUnderstand the dangers of stereotyping and other biasesUnderstand how they (Indigenous Persons and Coalition Partners) thinkUnderstand social relationships and structure impacts the way they think or actUnderstand historical events and how they impact behaviors, beliefs andrelationshipsUnderstand how to communicate with Coalition Partners and Indigenous PersonsUnderstand 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.

IET & NCOES IET & NCOES Supporting an Army at WarSupporting an Army at War

AgendaAgenda

Need to Transform Initial Entry Training (IET) Need to Transform Initial Entry Training (IET)

Current Warrior Tasks & Battle Drills (WTBD) Current Warrior Tasks & Battle Drills (WTBD)

Training in IETTraining in IET

NCOES TransformationNCOES Transformation

Transforming IETTransforming IET

Relevance and RigorRelevance and RigorRelevance and RigorRelevance and Rigor

Feed-back from OIF/OEFFeed-back from OIF/OEF

CSA directed A-Z review of IETCSA directed A-Z review of IET

WTBD recommendations & implementationWTBD recommendations & implementation

- Weapons Training- Weapons Immersion- Increased tactical training

Current WTBD Current WTBD in Initial Entry Trainingin Initial Entry Training

Challenges to Implementing WTBDChallenges to Implementing WTBD ResourcesResources

CadreCadre

RangesRanges

Weapons Immersion in AITWeapons Immersion in AIT

Transforming ForwardTransforming Forward Implementation of Weapons Immersion in AIT unitsImplementation of Weapons Immersion in AIT units

TRADOC & field commanders continue to evaluate how TRADOC & field commanders continue to evaluate how

Soldiers are prepared to conduct future combat operationsSoldiers are prepared to conduct future combat operations

FTX-3

CheckpointOperations

Convoy &DefensiveOperations

First AidNBC

Commo

CombativesBayonet

PatriotBRM

Grenades

MachineGuns

ARM

Gunfighter

Warrior

UrbanOpns

BasicTactics

IED/Mines

Quickfire

SkillValidation

WarriorDrills

Initial POI RevisionInitial POI Revision9 Week (Resourced)9 Week (Resourced)

STX

STX

Application of BCT Pilot LessonsApplication of BCT Pilot Lessons

Limited reinforcement time for DSLimited reinforcement time for DS

3 FTXs; final FTX about right length3 FTXs; final FTX about right length

STX validation at end of each phaseSTX validation at end of each phase

Most days very intense for cadre/DSMost days very intense for cadre/DS

Less time for COE training/immersionLess time for COE training/immersion

Warrior Tasks and Drills focus of POI Warrior Tasks and Drills focus of POI

Individual tasks trained in collective Individual tasks trained in collective settingsetting

After Day 5; 9 POI hours/dayAfter Day 5; 9 POI hours/day

Guard Duty

Law of War/ROE

FTX-2

FTX-1 STX

Squad EXEVAL

Land Nav

39 & 9

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

NCOES must balance the needs of the current and future force

Educating NCOs

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)

Marine Corps Adaptations Marine Corps Adaptations to to

Training & Leadership Training & Leadership DevelopmentDevelopmentBGen M. G. Spiese

CG, Training Command

MCRDRECRUITTRAINING

SCHOOLOF

INFANTRY

ENLISTED PMECPL | SGT | SSGT | GYSGT | 1st SGT

LEADER DEVELOPMENT

ENLISTED

THEBASIC

SCHOOL

MOSTRAINING

COMMAND AND

STAFFCOLLEGES

EUS ARMYCAREER LEVEL SCHOOL

WARCOLLEGES

OFFICEROFFICEREXPEDITIONARY

WARFARE SCHOOL

SKILL PROGRESSION BY GRADE/MOS

INITIALMOS

TRAINING

Lead

Subordinate

Leaders Develop

Subordinate

Leaders Develop

Leadership

Climate Develop

Leadership

Climate

Pvt /2ndLt

EntryLevel

Lead

Marines

ROAD MAPS

Leverage

and

Exploit DL

Leverage

and

Exploit DL

Reading Program

Reading Program

Leading

SelfPreparin

g

To

Lead

Developing the 21Developing the 21stst Century Leader Century Leader Leadership &

Mentorship (Lejeune

Leadership Institute)

EPME/T – Restructure

Entirely

TECOEsFunctional

ResponsibilitiesThroughout

TECOM

Officer PME/T

Gen

JPME (JKDDC)

JNTC

OCS/TBS TBSWOBCEWS

EWS OFEC(BATTLE

CAPT)

CSCSAW

TLS GOWPOCS

Corporals Course

Cpl SgtMaj-MGySgt

Sgts Course

Sgt

Career Course

SSgt

Adv CourseGySgt

Seminar Symposium

1stSgt-MSgt

Lieutenant Captain Major LtCol & Col

MAGTF Training Command

Surr. MEB StaffPredepl. Trng

CulturalTraining

Throughout TECOM

MC Center forLessons Learned(Forcing Function

For Change)

Skill Progression

Common Combat Skills Training

Unit TrainingProfessional Military

Education/Training

Leading

Change