united states army
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United States Army. Their Use of Learning. Karen Gulliford Steve Tyler Shannon Jones. The Strongest Force in the World www.goarmy.com. Established in 1775 Largest of the U.S. Armed Forces - PowerPoint PPT PresentationTRANSCRIPT
United States ArmyTheir Use of Learning
Karen GullifordSteve Tyler
Shannon Jones 1
The Strongest Force in the Worldwww.goarmy.com
Established in 1775 Largest of the U.S. Armed Forces “The U.S. Army, a key component of the U.S. Armed Forces, is
made up of the best-trained, most dedicated, most respected Soldiers in the world — protecting America’s freedoms at home and abroad, securing our homeland, and defending democracy worldwide.”
“A Soldier in the U.S. Army is the embodiment of physical strength, emotional strength and strength of purpose. As a Soldier, you will be prepared to serve our country whenever and wherever you are needed, combat-ready at all times, trained to counter any threat, anywhere.”
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The Strongest Force in the Worldwww.goarmy.com
Two basic components:– Operational Division
Active units 2 Reserve units (National Guard and Reserve)
– Institutional Division Supports the Operational Division
Army has three commands:– Army Forces Command (FORSCOM) – forces on land– Training and Doctrine Command (TRADOC) – training– “Materiel” Command (AMC) – logistics and supplies3
Presentation Agenda
United States Army: then and now
Changes that have occurred
Evidence of continued organizational learning and knowledge sharing
Our stories
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US Army: Learning THEN (1999)
Major focus had been the Soviet Union (Cold War) but that had changed
New focus on peacekeeping instead of combat New: CALL (Center for Army Lessons Learned)
– Look for where opportunities exist
New: AAR (After Action Review)– Thinking jointly
Counterinsurgency Field Manual (COIN) – Changes 5
AAR in Action
Field Training Exercise
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US Army: Learning NOW
9/11: from open air combat to close urban combat– Terrorism at home– New weapons
New strategy: win over the people, provide for them and they will embrace democracy
New technology on the battlefield; DOOM game More robust use of AAR War live on TV (Gulf War, Iraq and Afghanistan)7
Army’s Structure
Little Army = platoon (16 - 44), company (62 -190), battalion (300 - 1000), brigade (3000 – 5000)
Big Army = entire Dept. of the Army organization
Little army transfers info much better– Can filter up to Big army but takes more time
Formal and informal learning structures Standards for capturing learning
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Types of AARs – Formal (Big Picture Army)
Held at Company level and above Have external observers and controllers Take more time Use complex training aids Are scheduled before hand Are conducted where best supported
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Types of AARs – Informal (Daily Operations)
Normally held at Platoon Level and below Use the standard AAR format Conducted by internal chain of command Take less time Use simple training aids Conducted when needed Held at the training site
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Different interview paths;One interesting conclusion
Retired Army officer Retired from the Army
and now works for the Army
Currently an enlisted officer
Consultant working with the Army
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Shannon’s interviews: W. Bailey, Retired
Rhett Wilcox, Retired
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AAR: A soldier’s perspective
Two war fronts: Iraq & Afghanistan Complexity of AAR has changed Need for formal AAR lessened One size does not fit all Unlearn successful techniques and tactics Shift from tactical only planning Constantly trains for war Does a great job with knowledge sharing
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Karen’s interview: John Parrott, LTC - TRADOC
Training and Doctrine CommandInspector General’s Office
Assist, Investigate, Teach, Train
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Improvements in After Action Reviews (AAR)
Integration of technology– Documents prepared online– Not just debriefing
Complete confidentiality – really Assistance sessions- Near Transfer Surveys – How are we doing?
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How is the Army Learning and Keeping Memory?
TRADOC is the keeper of AAR, data AAR’s and Surveys mainly, training Changing with society
– sometimes has to be top - down
Listen to Contractors/Consultants Make learning easy based on the level Change still slow - unlearning Leadership wants to know: “Good Fertilizer”
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Steve’s interview:Ann Marie Petrucelli,
Consultant
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Organizational Memory?
Unlearn combat to learn peacekeeping Examine COIN with new philosophy
– From counterinsurgency to persuasion through actions and assistance
Embrace new technology to support and share learning
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Sharing Knowledge?
There is a pamphlet for everything Role play before conducting AAR Online place to post presentations/training Standardized every lesson plan and provided
resource to post comments after teaching CURVE (Curriculum Revise, Review, and
Validate) twice a year Instructors use Blackboard
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Other Points About Learning:
All test questions must point back to specific learning objectives
Standard templates for leader’s guides and participant materials
All learning supports Core Values – Loyalty, Duty, Respect, Honor, Selfless-Service,
Integrity, Personal Courage
Transition document when leaving a position– Ensures continuity for new person
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Our Intersection of Interviews
The outcome of our different interviews brought us to the same place:
Consistent collecting and sharing of knowledge Organizational learning behaviors
– Evolving and changing– Collaborative– Intentional– Integrative– Action oriented
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Dixon’s Four Points
Dixon’s Points Army’s ExampleLearning is a part of the work and work involves learning… (intertwined functions)
• AAR• All training/testing aligns with the learning objectives
Learning is fundamentally about making meaning out of experience…
• AAR• Serial Transfer (Also Near, Far, Strategic, and Expert)• Transitional Document
Organizational learning results from intentional and planned efforts to learn…
• AAR • Strategic for Big Army; Near & Serial for Little Army• CURVE (Curriculum Revise, Review, and Validate) twice a year
As a collective we are capable of learning our way to the answers we need to address our difficult problems…
• AAR • CURVE (Curriculum Revise, Review, and Validate) twice a year
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Activity: AAR for CMap
After Action Review participation rules:– No sugar coating– Discover the ground truth– No thin skins– Take notes– Call it as you see it
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Activity: AAR Feedback
SUSTAIN Like it for a review; supposed to happen Ability to vet our thoughts
IMPROVES How to address non-consensus; how do we not
agree? Avoid side-tracks; stay on subject
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Discussion Question:
“In the Army, if we have a learning problem or something that does not work right, we have unlimited resources to throw at it until it is fixed. What do medium and small (private) companies do?”
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