snider-army profession and e
TRANSCRIPT
-
8/14/2019 Snider-Army Profession and e
1/38
The Army Profession
and Ethic
The Center for theArmy Profession andEthic
04 DEC 12
CGSC Ethics Symposium2012
The overall classification of this brief is: UNCLASSIFIED
-
8/14/2019 Snider-Army Profession and e
2/38
Duty, H onor, Country
Agenda
Army Profession Background Dr. SniderArmy Profession and Ethic Concepts
Dr. Snider
Americas Army Our Profession SGM Stewart
Transferring Army Profession, Ethic
Concepts to Our Soldiers:Modeled Facilitation SGM Stewart
Questions and Discussion
-
8/14/2019 Snider-Army Profession and e
3/38
The U.S. Army as a M ili tary Profession( After a Decade of War, andDuring a Defense Reduction)
for
F t. Leavenworth Ethics ConferenceDecember 2012
Don M . Snider , PhDSeni or F el low, CAPE
Di stingui shed Vi si ting Pr ofessor, A WC/SSI
-
8/14/2019 Snider-Army Profession and e
4/38
How can I be a Professional
i f there is no Profession?(an Army Major, 2001)
-
8/14/2019 Snider-Army Profession and e
5/38
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 intohuman expertise not routine or repetitive worktakesyears of study and experiential learning
Earn and maintain the trust of their society by theeffective and ethical application of their expertisethemeans of social control is the Ethic
Are, therefore, granted relative autonomy in theapplication of their art and expertise...
-
8/14/2019 Snider-Army Profession and e
6/38
Three L ogics of Production
The Army is an info- age, producing organizationthe human expertise of modern land combat thedesign, generation, and support of the ethicalapplication of landpower All production ideally is organized under one ofthree logics:
The market of free, unregulated competitionwhere consumer choice determines services,products, and prices.
A bureaucracy of planned, supervised, controlledwork focused on predictability and efficiency.A profession of workers with specializedknowledge who organize and control their own
work based on a trust relationship with theirclient(s).
-
8/14/2019 Snider-Army Profession and e
7/38
Profession vs. Bureaucracy
Expert knowledge vs. Non-expert knowledgeAccepts 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 liabilityInvests in humans first vs. SOPs; soft/hard wareMeasure effectiveness vs. Efficiency
Trust relationship w/client vs. Public marketGranted some autonomy vs. Closely supervisedDevelops worldview vs. None inherentMaintain ethos, self-policed vs. Externally imposed
Intrinsic motivations vs. Extrinsic motivationsA life-long calling vs. A job
-
8/14/2019 Snider-Army Profession and e
8/38
A Quintessential Act of
Professional PracticeBased on his/her expert knowledge...A member of the profession who is facing a newsituation or task Classifies the task (estimate/diagnosis), reasons about it(inferring from abstract knowledge applicable to the newtask/situation), and then acts on it (execution/action).Follows the action, evaluating it for effectiveness and,ultimately, adaptations to...The professions body of expert knowledge and its
jurisdiction of expert workThe practice the repetitive exercise of discretionary
judgment, action, and follow- up all decisions withhigh moral content
-
8/14/2019 Snider-Army Profession and e
9/38
Why Do We Care?Professions offer two unique characteristics to the nationthat bureaucratic organizations do not:
Expert Knowledge Professions create and expand expert knowledge while,Bureaucracies (and businesses) apply the knowledgethat professions have developed and discarded.
Social Control
Professional ethics develops the most powerful meansof controlling individual behavior in large groups thatare functioning under ambiguous, chaotic anddangerous circumstances, such as war.
Bureaucratic controls, usually based on promotion andmonetary rewards, have limited ability to controlpeople in these situations .
Development of soldiers and leaders who can make the rightchoices, and act on them effectively, during the heat of battleare essential to a successful American Army.
-
8/14/2019 Snider-Army Profession and e
10/38
The Army Profession Campaign (2011)
The Army Profession Campaign (2011) was aUS Army effort internally initiated to look criticallyat itself, as directed by the Secretary of the Armyand the Chief of Staff of the Army
The Army Profession Campaign (2011) was notin reaction to any one incident or issue
The US Army has performed exceptionally wellduring the decade of war, meeting and exceedingits Nations call
Demonstrated great strengths in adaptabilityof young leaders and dedication to servicethrough multiple deployments Also struggled in some areas to maintain the
highest standards of the Profession
Self-reflection is what effective Professions doand a natural part of the US Armys culture After Action Review
Ar my Chief ofStaff s
GuidingQuestions
The time is right toask ourselves:
1. What does it meanfor the Army to be a
Profession?
2. What does it mean tobe a professional?
3. After nine years ofwar (as of October
2010), how are we asindividual professionals
and as a professionmeeting theseaspirations?
-
8/14/2019 Snider-Army Profession and e
11/38
Duty, H onor, Country
Cur rent State of TrustLEVEL STATEMENT RESPONSE
INDIVIDUAL/GROUP
I trust other members of thisunit/org
67% Agree
I can trust my subordinates to fullysupport my directive
67% Agree
The Army allows candid opinionswithout fear of repercussions
25% Agree
People can make an honest mistakewithout ruining their career
40% Agree
ORG/INSTL The Army no longer demonstratesthat it is committed to me as much asit expects me to be committed
40% Agree
When an Army Senior Leader sayssomething, you can believe it is true
20%Disagree
PUBLIC Trust elected and appointed civilian
officials to do what is best for theArmy
38%
Disagree
Members of the Army have a greatdeal of respect for media
13% Agree
-
8/14/2019 Snider-Army Profession and e
12/38
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 andcandor, a trust issue
4. Certification systems lack rigor and credibility
5. Professional military education undervalued and
underutilized6. Too much variance in standards and basic discipline
7. Some personnel policies are outdated and dont supportcareer needs
Army Profession CampaignConclusions
12
-
8/14/2019 Snider-Army Profession and e
13/38
Army Profession Concepts
-
8/14/2019 Snider-Army Profession and e
14/38
Membership in the US ArmyProfession
ServingProfessionals
AspiringProfessionals
ArmyVeterans ofHonorable
Service and
ArmyRetirees
Profession ofArms
(Uniformed Members)(Active/Guard/Reserve)
Army CivilianCorps
(Non-Uniformed Members)(DA Civilians)
Army Profession: The Army Profession is a unique vocation of expertscertified in the design, generation, support, and ethical application oflandpower, serving under civilian authority and entrusted to defendthe Constitution and the rights and interests of the American people.
-
8/14/2019 Snider-Army Profession and e
15/38
15
What We Learned Duringthe 2011-12 Campaign
-
8/14/2019 Snider-Army Profession and e
16/38
To be a steward of the professions knowledge
as well as its ethical and effective practice
When we first went there, we thought wewould have a conventional fight, .We had a
conventional fight, which turned quickly intoan insurgency that was compounded byterrorism We were surprised by the
changing tactics that we saw. We had no ideaabout the irregular aspect we were about to
face. We didnt recognize this was apossibility. And when we did recognize this, it
took us too long to adjust.
General Ray Odierno, interview with Arm y Times , 19 September, 2011
-
8/14/2019 Snider-Army Profession and e
17/38
Professional Certification Criteria
COMPETENCE in ExpertWork : The Professionals work isexpert work related to the design,generation, support, and ethicalapplication of landpower; theindividuals competence is to becertified by the Armycommensurate with the level ofcertification granted.
Moral CHARACTER requisite to being an Armyprofessional : The Armysexpert work creates a moralresponsibility to act on behalf ofa client rather than self and thusdemands a moral character of
sacrifice and service to onesown and the Armys Duty to thenation.
Resolute COMMITMENT tothe Army Profession : Byobservation and evaluation it isclear that the professional hasdeveloped a personal callingrequisite to an abidingcommitment to effective andhonorable service in the Armyand to the nation.
Entry(Oath of Service)
E n
t r y of Ar m yV
ol un
t e er s
InitialCertification
Re-Certification
Re-Certification
Boundary ofActive Service
Membersremain
aspiringProfessionals
until certified bythe institution
Professional status earnedonce certified by theinstitution and then
revalidated over time
Stillinfluential
members ofthe Army
Profession
ServingProfessional
AspiringProfessional
Veterans ofHonorable
Service
ArmyRetirees
-
8/14/2019 Snider-Army Profession and e
18/38
The Army Leader Requirements Model
Leaders are Professio nals;a ll Profess ionals prac t ice form al and inform al leadership
Individual Attributes and Competencies
ATTRIBUTES
COMPETENCIES
CHARACTER PRESENCE INTELLECT
LEADS DEVELOPS ACHIEVES
Army ValuesEmpathyWarrior/ Service EthosDiscipline
Military and professional bearingFitnessConfidenceResilience
Mental agilitySound judgmentInnovationInterpersonal tactExpertise
Leads othersBuilds TrustExtends influence beyond
the chain of commandLeads by exampleCommunicates
Creates a positive environment/Fosters esprit de corps
Prepares SelfDevelops othersStewards the profession
Gets results
ADP 6-22LRM
-
8/14/2019 Snider-Army Profession and e
19/38
Negotiated Jur isdictions ofThe Army Profession
External
Internal
Major CombatOperations
StabilityOperations
StrategicDeterrence
HomelandSecurity
Develop ExpertKnowledge
Develop Future
Professionalswith Expertise
Military-Technical
Moral-Ethical Political-Cultural
Human/LeaderDevelopment
-
8/14/2019 Snider-Army Profession and e
20/38
DO
BE
KNOW
Education(cognitive, knowing)
Training(behavioral,doing)
MoralDevelopment(who you ARE
YourHumanbeing orEssence
-
8/14/2019 Snider-Army Profession and e
21/38
MORALRECOGNITION
MORALJUDGMENT
MORALINTENTIONS
MORALACTION
James Rest (1986)
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
Sequential Process
-
8/14/2019 Snider-Army Profession and e
22/38
Professional Leaders of CharacterHonorable Service
Leadership - the process of influencing others toaccomplish a mission.
Character - those moral qualities that constitute the
nature of a leader and shape his or her decisions andactions.Leader of Character - seeks to discover the truth, decide
what is right, and demonstrate the courage to act
accordingly. . . always.
TRUTH => RIGHT => ACTION
-
8/14/2019 Snider-Army Profession and e
23/38
Competence and Character
To succeed in peace and in war the Army needs professionals ofhigh 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 onone 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 Armys technical skills across the professionwhile challenging the character of those who participate in it...
Thus the concept of aspiring to honorable service as one of theessential characteristic of the Army as military profession, and itsSoldiers and civilians as professionals.
-
8/14/2019 Snider-Army Profession and e
24/38
H onorable Service andthe Armys Ethic
Protects American society from exploitationby militarys monopoly of coercive power Distinguishes the Profession from theremainder of the societyProvides internal guidance necessary forprofessional status, the legitimacy of theArmy profession:
Individual moral conduct by members ofthe professionInstitutional behavioral norms for Armyprofession, internally and externally
Basis for moral development of Armyprofessionals
-
8/14/2019 Snider-Army Profession and e
25/38
Influences on the Culture and Ethic
Adopted from Anthony E. Hartle, Moral Issues in Military Decision Making (1989)
-
8/14/2019 Snider-Army Profession and e
26/38
The Framework of the Army Ethic
Legal Foundations (codified)
Moral Foundations
Army as Profession
(Values/norms for performance
of collective institution)
Legal-Institutional The U.S. Constitution Title 5, 10, 32, U.S. Code Treaties of which U.S. is party Status of Forces Agreements Law of Land Warfare
Moral-Institutional The U.S. Declaration of Independence Just War Tradition
Army Culture Can -do Trust Relationships of the Profession
Individual as Professional
(Values/norms for performance
of individual professionals)
Legal-Individual Oath of:
Enlistment
Commission
Service U.S. Code Standards of Exemplary
Conduct Uniform Code of Military Justice Rules of Engagement Soldiers Rules
Moral-Individual Universal Norms:
Accepted Human Rights Golden Rule of Interpersonal Behavior
Creed & Mottos: Duty, Honor, Country NCO Creed, Civilian Creed 7 Army ValuesSoldiers Creed, Warrior Ethos
-
8/14/2019 Snider-Army Profession and e
27/38
Democracy and powerful, professionalmilitary organizations do notrest easily with each other.
Professor Richard Betts, Columbia University, 2007;
author of Soldiers, Statesmen, and Cold War Cr isis; The I rony of Vietnam; and, Amer ican F orce
-
8/14/2019 Snider-Army Profession and e
28/38
The Players: US Civil-Military Relations
The State
-
8/14/2019 Snider-Army Profession and e
29/38
The Civil -M ili tary 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 theeffectiveness of the military instrument?Who serves?
Mackubin T. Owens, US Civil-Military Relations After 9/11: Renegotiatingthe Civil-Military Bargain (2011)
-
8/14/2019 Snider-Army Profession and e
30/38
The 6 Cri tical I ssuesCivilian Leaders - Military Leaders (A)
Civilian control at the nexus; bright lines or overlap Policy/Strategy Asia/Pacific vs. AfghanistanIran
Debt, Defense Reductions and DoD budget priorities FY13-18DoD/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 instandards, certifications, covenant with Soldiers/families
Can the Stewards of the Profession deliver Army 2020 as profession?
-
8/14/2019 Snider-Army Profession and e
31/38
Backup Sl ides
l l
-
8/14/2019 Snider-Army Profession and e
32/38
H uman Developmental Domains
CompetenceIntellectualMilitaryPhysical
Character
EthicalSpiritualSocial
ArmyProfessional
Mind
Body CharacterEthicalSpiritualSocial
-
8/14/2019 Snider-Army Profession and e
33/38
Duty, H onor, Country 33
Developing Authentic L eaders
MORALRECOGNITION
MORALJUDGMENT
MORALINTENTIONS
MORALACTION
THE TRIAD OF MORAL CAPABILITIES
MORAL COMPLEXITY (Knowledge & Meta-Cognition)
MORAL AGENCY (Intentionality, Forethought, Self-Regulation, & Self-Reflection)
MORAL EFFICACY (Self-Efficacy & Means Efficacy)
Posi t ive Imp acts on
the Moral Reasonin gProcess
Instructional Products
-
8/14/2019 Snider-Army Profession and e
34/38
AP Pamphlet &Other Written
Materials
Digital Applications
https://cape.army.mil/
Trust & RespectBrochure
Videos
Video and WrittenCase Studies
Virtual Simulators
Instructional Products
ONLINE TRAINING SUPPORT PACKAGES (TSP)
https://www.cape.army.mil/https://www.cape.army.mil/ -
8/14/2019 Snider-Army Profession and e
35/38
11/12/2013
2010
Basic Training 7 Army Values Inculcation
ONLINE TRAINING SUPPORT PACKAGES (TSP)
2011
7 Army Values Mandatory Annual Unit
Training
2012
Company Command First Sergeant Course(CCFSC)CCFSC
https://cape.army.mil/
Three Realities
http://cape.army.mil/CompanyCommander/CCFSC.htmlhttps://www.cape.army.mil/https://www.cape.army.mil/http://cape.army.mil/CompanyCommander/CCFSC.htmlhttp://cape.army.mil/Army%20Values/INDEX.htmlhttp://cape.army.mil/Army%20Values/Values5.html -
8/14/2019 Snider-Army Profession and e
36/38
The Army cannot simply declare itself to bea profession and its Soldiers or civilians tobe professionalsProfession is not the default or natural
character of the ArmyThe responsibility to develop Armyprofessionals, both leaders and followers,both uniformed and civilian, is mutuallyshared between the institution and theindividual
Thereforethe Army establishes criteria for
institutional certification of individualArmy professionals
Three Realities
The Essential Characteristics
-
8/14/2019 Snider-Army Profession and e
37/38
1. TRUST: A positive relationship with the American people based on mutual trust and respect isthe life-blood of the Army profession. The Army builds and sustains such trust through the active andcontinuous presence of the five essential characteristics of the profession. Only by militaryeffectiveness, performed through honorable service, by an Army with a winning esprit de corps, andwith members who steward the profession and its future and self-regulates itself can the Army be amilitary profession that the American people trust . Internal to the Army, trust serves as a vitalorganizing 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 ofcomrades and fellow professionals that permits the exercise of discretionary judgment - the corefunction of the Army professionals 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 landcombat power . This land power is normally applied in Joint Operations through the full spectrum ofconflict and the subsequent establishment of a better peace. Such knowledge is unique and is notgenerally held outside the Army profession. The Army's expertise, then, is the ethical and effectiveapplication of that expert knowledge by certified individuals and units in the support and defense ofthe American people.
of the Army Profession (1 of 2)
The Essential Characteristics
-
8/14/2019 Snider-Army Profession and e
38/38
3. ESPRIT de CORPS: To prevail in arduous and chaotic warfare, the Army Profession must havespirited, self-aware professionals who compose cohesive and effective units embedded in a culturethat sustains traditions, respects customs and creates a sense of belonging by inspiring martialexcellence and the fortitude to never quit. Winning in combat is the only acceptable outcome; theArmy 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 isvulnerable to aggression. Thus the Army Profession exists not for itself but for the noble andhonorable purpose of preserving peace, supporting and defending the Constitution, and protectingthe American people and way of life. The Army performs that duty virtuously, with integrity andrespect for human dignity as the American people expect. Army Professionals are therefore called tomore than a job - they are called to the deep moral obligations of the Army's Duty. Under that callingthey 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 createtheir own expertise and Ethic which they continually regenerate, reinforce, and enforce. The Armyhas existed for well over two centuries, but it has been a military profession for only half of thatperiod. It will only maintain its status as a profession with the American people if its leaders at alllevels, both military and civilian, serve daily as stewards of its evolving expert knowledge, thedevelopment of Army professionals and units to use that expertise, and the self-policing of theinstitution required by its Ethic. Because of this unique responsibility, Army leaders are over time thesine qua non of the Army as a military profession.
of the Army Profession (2 of 2)