Ken LongAsst Professor/Curriculum DesignerUS Army Command & General Staff CollegeDepartment of Logistics & Resource Operations

ATZL-SWR, Rm 2156100 Stimson Ave, L&C BldgFt Leavenworth, KS 66027(W) 913.684.2925long-kenneth@conus.army.millongke@yahoo.comkansasreflections.wordpress.com

Voice?

What happens when you encourage

Voice?

Transformation

• 1st, 2d, 3d person Action Research• Curriculum redesign (10%) & a book• Program feedback strategies• Infrastructure & policy• Social media outreach• Networked partnerships around the world• Independent studies x3• Featured in Congressional testimony• 3 “small world” management games for learning,

interest at Joint Staff level• Business x5, a book, and much more• Much better soccer coach

Voice

• 1st, 2d, 3d person• 4 ways of knowing• Transformation

• Quality• Values• Synergy

• Documentation• Infrastructure • Consequences

Action Research

Constructs & theories• Sense-making• Reflective Practitioners• Bounded rationality• Complex Adaptive Systems• Culture• Connectionism (Ed theory)• Lifelong learning• Open systems learning• Martial theory• PAR methodology• “Chaoplexic”

Questions• What is it?• Can you give it?• Do you listen? Speak?• Truth to power• Responsibility• Topics• So what?• Results?

Domains• school• classroom• peers• Self• organizations• Family• “Use it or lose it”

Warrior DharmaProfessional learning

Org TransformationNet centric educationProfessional growth

5 Departments• Tactics• Strategy• History• Leadership• Sustainment

Instructor Skills• Expert• Journeyman• Novice

Decision makers• Dean• Department Director

Topics• Operational concept• Requirements• Capabilities• Resourcing• Modernization• Acquisition• Documentation• Readiness• Seminar

Client• Department Director• Deputy

Unlikely Suspects• Other CGSC departments• Other service schools• Army War college• Academia

Desired Future• Current students• External faculty

External• Academic Dean• Deputy Commandant• Field Army• Graduates• Army Force Mgt School• Dept of Army staff• Congress

Internal• Curriculum Developers• Lesson Authors• F100 Block Author• Faculty

Stakeholder map

Practice

TheoryPARPARPARPAR Narrative Inquiry

• Data become stories• Analyzing stories for data

Theories that inform• Connectivism• Bounded rationality• Complexity & Chaos• Military theory

• Design• Human Concept• CCJO• Force Gen• Transformation

• Leader development• Culture• Sense-making• PAR• Narrative inquiry

OE• Uncertainty• Culture• Influence• Information

Cycles of Participatory Action Research

Concept of “Voice”• Feedback• Dialogue• Strategic communication• Blogs, wiki’s• Curriculum adaptation

Curriculum • F100• Force generation• Faculty Development• Mentoring• Independent studies

Military Practice

Military Education

Adaptive curriculum

Army change management & Force Generation• Archival feedback• Ongoing design & “Voice”• Interviews and narratives

Feedback• Quant (surveys)• Qualitative (narrative & synthesis)• Senior leader “framing” narratives

Research question:What are the effects of increasing “Voice” on our educational programs?

Method: mixed methods (Qual + quant)PAR to guide inquiry & scope, and to incorporate VoicesNarrative Inquiry for analysis and sense makingProduce a rich description of our experience (sanitized as needed)Describe results in 1st ,2d, 3d person ARDescribe results in the “4 ways of knowing”

AR: 4 ways of knowing• Experiential• Presentational• Propositional• Practical

Committee• PAR textbook author (Ed D, Ireland)• Handbook of AR author PhD, USC)• Career AF Officer DM @ CTU• Quant PhD (Benedictine)

AR outcomes/results• 1st person: my teaching practice• 2d person: partnership results• 3d person: group results

The Operational Army in the worldA complex adaptive system

Command & General Staff CollegeEducating leaders for uncertainty

The Pentagon• The Generating Force• How the Army really runs• Regulations & Adaptations• Processes, Products, Players

Congress• Funding• “Educate for stewardship”

Army Force Mgt School• Formal education• For and by technicians• “How the Army Runs” (1000 pages)• A formal system specification

Charter• Integration• History• Leadership• Strategy• Tactics • Logistics

System Education?• As designed?• As operating?• As evolving?• As it could be?• As it should be?• Audience?

Issues?• Standardization?• Initiative?• Uncertainty?• Experiential learning?• Adaptation?• Training vs education?

Campuses• Primary• Satellite• Reserves

Technicians

Creates

Informs

Instructors• Technicians (few)• Logisticians• General practitioners

Deploys

Students

Prepares

Systems Life Cycle• Operating Concept• Requirements• Capabilities• Resourcing• Modernization• Acquisition• Contracting• Documentation• Readiness• Fielding

Army change management

http://kansasreflections.wordpress.com/youtube-video-links/

Offer your research to the world

5 Questions for you

• The best part?• The least useful?• Best resource or takeaway?• Biggest unanswered question?• Biggest surprise?

Sources• G3• G4• G8• AMC• ACSIM• JFCOM• FORSCOM• NORTHCOM• CALL• Faculty• Students

Enablers:• Guest speaker program• Student text: for stable info• Wiki: for dynamic info• Blog: for inter-classroom discussion

Opnl

Strat

Tac

MissionAnalysis RFF JFCOM

Log prep of the theater

Train

Strat Trans

Concept of SptARFORGEN

Service Resourcing

Global Force Mgt System

TPFDD JRSOI: 30 Bdes

ARFORGEN Deploy Employ

Phases: I, II, III, IV, V, VI

ResetRedeploy

Reset

Concept of Mnvr

Campaign Plan (Employ)

Gen Force support to theater

Force Generation in the Curriculum

Core curriculum in support:• DJIIMO: capabilities, joint force, planning• CTAC: capabilities, planning• DMH: perspectives on armies in transformation• DCL: cognitive & leadership skills for transformation• DLRO: F100, esp F105, F107

Phases: I, II, III, IV, V, VI

Accepting risk(Knowledge level)

DCL

DLRO

CTAC DJIIMO

ForceGeneration

DMH

Students?

TransChair

Wiki dynamic information

Blackboard Reachback

Student Text stable information

Annual update

Faculty & Editorial board

Army Proponents

Officers with advice (+)

Officers with questions (-)

CoreAll MAJs

AOWCMF&E MAJs

AAPsElectives

questions

publish

Survey & questions

Survey & advice

answers

maintainbecome

Use & contribute

issued supports

Force Generation Knowledge ModelProponent: DLRO

Space of all possible pasts

False beliefs

Where we areWhat we know

True

Futures possible from this moment

Paradise lost

Boundary of the possible

Boundary of the possibleBoundary of the possible

Boundary of the possible

False

PresentPast Future

False

Performance

Satisfaction

Path chosen: Basis of qualitative judgmentShapes our norms, shaped by cognitive biasBecomes the dominant narrative, our “Truth”

The School• Doctrine• Best practice• Gatekeeper• Moderating effect

Qualitative Leadership Judgment

ArmyLeadership

model

Army Senior LeadersPersonalFormative

Events

Students

Doctrine

Faculty

Various units

Time & experienceFaculty

Senior leaders

Students

Future needs?

schoolstudent

worldofficer

worldofficer

SatisfactionGrades

No voice

Voice

SuccessSatisfactionJudgment

DoctrineExperience

Norms

Whatwe

teach

Whatstudents

want

Good

Missing

Bad

AssessmentWhatwe

teach

Good

Missing

Bad

Assessment

Culture• leadership• faculty• students

Predicts successful

Transformation?

!$ ?

Stable Peace

Unstable Peace Insurgency General

War

Across the full spectrum of conflict

Deploy Employ Sustain Redeploy Refit

Across the full spectrum of support

S

O

T

Student mindmap

19

CGSS OrganizationDeputy

Commandant

Center for Army Tactics

(CTAC)

Department of Joint and Multinational Operations

(DJMO)

Department of Command

& Leadership

(DCL)

Department of Military

History (DMH)

Department of Logistics

and Resource Operations

(DLRO)

United States Student Division (USSD)

International Military Student Division

(IMSD)

OperationsSatellite CampusesFt. Belvoir, VA

Ft. Lee, VAFt. Gordon, GA

Command & General Staff School

Dean of Academics

Director, Distance

Education (DDE)

Curriculum Operations

20

DLRO Organization

COL DiMarco

Director

Mr. JacksonProgram Manager/Deputy Director

Team A25 instructors

Team B25 instructors

Mr. LongCurriculum

Development

Five Teaching Team Leaders

Operations OfficerEditor

Secretary

Development and Assessment

SatelliteCampus (4)

Curriculum development system• Which feedback loop is most important?• Is the system under control?• Are we designing curriculum or making sausage?

Curriculum

Faculty

Students

+

+

CGSC

Field Requirements

GO level feedback

Measure delivery?

studentsPIC/CDRprocess

disconnected from field?

Time & budget process

CASCOM?

Units?

Students?

Assessment: It’s not just Grades anymore

Field requirements TLOs

ELOsStandards

TimeResources

Levels of learningStandards

Student outcomes

Student baseline

Instructor baseline

FDP

Instruction Student performance

Instructor

Officer performance

LD LD

OBJFarOBJ

Near

Instructor performance

Lesson Plans

Assessment

F100 Linkage & DLRO instruction

Foundations Strategic Env JIIM cap Doctrine Functions Planning

C210Strat Log

F101Guidance

C304Army OpLog

C506Mvt & Mvr

C414Tac Log

F103Resourcing

F102Capabilities

F105Documentation

F107Readiness

F104Modernization

F106Contracting

F108FM Seminar

C202/4NSS/NDS/NMS

DoD Strat

L107Leading

Ethical Orgs

C309Multinational

C310OPLaw

C308Interagency

= strong linkage

Fuel, distribution mgt, UJTL threadsC504

Sustainment

C203DoD Orgs

L103Lead Orgs in Change C412

Full spec OPs

H101H201

C121C122C131

General support

L105Developing Ethical Orgs

L106Organizational

Stress

L111Influencing

OrganizationsThru Vision

C161ACiv/Mil Relations

C600

Army

Joint Service

ARMY ORGANIZATIONAL LIFE CYCLE MODEL

SEPARATION

DEVELOPMENT

SUSTAINMENT

COMMAND,MANAGEMENT

LEADERSHIP and ARTICULATION

DEPLOYMENT RESOURCES: People, Things, Time, Money, Information & Technology

DISTRIBUTION

TRAINING

ACQUISITION

TITLE 10USC

FORCEMANAGEMENT

Project a combat force

rapidly to any place inthe world to satisfy anational requirement.

Allot people &/or equipment to claimant

Organizations according to priorities.

Obtain people,equipment,money, & facilities.

Impart & instill that discipline,

instruction,drill, & practice

designed to create military efficiency orproficiency.

Develop a capable combat force within constrained resources.

Increase force

capabilities; bring people

&/or equipment to

a more advanced

state.

Release / remove people & equipment from military control;

dispose of facilities or real property.

Provide for people,organizations, &

equipment by furnishingmeans or funds.

The Process and Lesson Sequence

Develop Organizational

Models

TOEs

CbtantCdrs

Get &DistributePeople

Distribute Material

Prioritize&

Request Resources

Provide Vision

COMBATREADYUNITS

Document Organizational Authorizations

MTOEs

Material Acquisition/Management

Make Stuff

Identify Capabilities

(DOTMLPF)

DesignOrganizations(O&O plans)

Backup

What do we teach? To what level? At what cost? Measured by?

DC DLROClass: 1 Class: 2 Class: 2Prep: 2 Prep: 2 Prep: 3

Class: 1 Class: 2 Class: 2Prep: 2 Prep: 2 Prep: 3

Class: 1 Class: 2 Class: 2Prep: 2 Prep: 2 Prep: 3

Class: 1 Class: 2 Class: 2Prep: 2 Prep: 2 Prep: 3

Class: 1 Class: 2 Class: 2Prep: 2 Prep: 2 Prep: 3

Class: 1 Class: 2 Class: 2Prep: 2 Prep: 2 Prep: 3

Class: 1 Class: 2 Class: 2Prep: 2 Prep: 2 Prep: 3

Class: 1 Class: 2 Class: 2Prep: 2 Prep: 2 Prep: 3

Class: 1 Class: 2 Class: 2Prep: 2 Prep: 2 Prep: 3

Class: 1 Class: 2 Class: 2Prep: 2 Prep: 2 Prep: 3

345

Testing

12

"Know"

ApplyAnalyze

"Do"F100 example

FMSweb

Requirements

6789

10

Unit Change mgt

ARFORGEN

JCIDS

ONS/REF/RFI

FCS

Budget

MTOE/TDA mgt

KnowledgeComprehension

notes

SynthesizeEvaluate

"Be"Topic Explain Perform Critique

Hours available: 16

Solution(s) Recommendation

Leadership & Education

Leader Development Action Plan (LDAP)

Materiel System ModificationSystem Upgrade (CDD / CPD Modification)New System Start (ICD, AoA, CDD, CPD)

Doctrine

Training

PersonnelSoldier Development Memorandum

Unit Reference Sheets (URS)Table of Organization & Equipment (TOE)

Individual Training Plan (ITP)Course Administrative Data (CAD)Program of Instruction (POI)Combined Arms Training Strategy (CATS)

Doctrine Program Directive

Organization

Facilities MILCON Memorandum (new construction)SRM Funding Request (modify existing)

Army Capabilities-Based Assessment (CBA)

OperatingConcepts

• Operational Maneuver

• Tactical Maneuver

Capstone Concept

NSS, NMS, QDR, GDF,

Army Vision, etc

STRATEGIC INPUTS

TechnologicalForecasts

Enduring Fundamentals,

Assumptions

Analytical Underpinnin

gs:Oper.

Lessons, Experiences,

Studies

ANALYTICAL CONSIDERATIONS

Joint OperationalEnvironment

Analysis

Assess Threats

TacticalOperational

Army Roles &

Missions:Strategic

AoA: Analysis of AlternativesAUTL: Army Universal Task ListCDD: Capability Development DocumentCPD: Capability Production DocumentFCS: Future Combat SystemICD: Initial Capabilities DocumentUJTL: Universal Joint Task ListSRM: Sustainment, Restoration, and Modernization

Future world conditions

(threat) over next 2 decades

The Army in Joint

Operations

FunctionalConcepts

• Command• See• Move• Strike• Protect• Sustain

•Determines required tasks vs. current and projected capabilities

• ID opportunities for technology breakthroughs

• Utilizes all available analytical resources

• Prepares time-based common list of required capabilities (needs) prioritized by performance assessment of current capability

Functional Needs Analysis

(FNA)•Strategy to concept to mission to task (AUTL / UJTL) analysis: What we do to accomplish missions

• Considers threats and emerging technologies

• IDs the tasks (capabilities) required to fulfill the Army’s responsibilities as defined by strategic guidance (tasks, conditions, and standards)

• Refines concepts and force design parameters

Functional Area Analysis

(FAA)• Develops relevant set of potential

solutions for the needs identified in the FNA

• Serves as first looks at DOTLMPF solutions to solve mission and system deficiencies, then new material

• IDs, integrates, and prioritizes potential solutions / mixes of solutions and constrains by cost, risk, timeframe, and interoperability factors

FunctionalSolution

Analysis (FSA)

29

We need vision, a blueprint, and feedback

Recommendations:

• Vision describes the endstate

• Blueprint guides the work in progress and establishes the checkpoints

• Feedback tells us if we are delivering to our supported units/students as they APPLY our curriculum in the field

Web basedPainlessSignificantThe FIELDLast year’s students

Core course

Satisfaction with CGSC education

Environmental conditions

Voice:• Opportunities for inquiry• Input is solicited and considered• Academic freedom• No retribution• Choices in lessons• Choices in methods• Choices in grading• Adapting to individual needs• Responsiveness by faculty• Adaptability of college• Timeliness• Formal and informal channels• Access to leaders

Workload

Grade equity Faculty

Nature of classes in 3 different courses

Advanced Applications ProgramAdvanced Operations Course

Faculty FacultyFaculty

Policy

Individual circumstances

Individual circumstances

Time