Professional Documents
Culture Documents
and Ethic The Center for the Army Profession and Ethic
04 DEC 12 CGSC Ethics Symposium 2012
The overall classification of this brief is: UNCLASSIFIED
Agenda
Army Profession Background Dr. Snider Army Profession and Ethic Concepts Dr. Snider Americas Army Our Profession SGM Stewart Transferring Army Profession, Ethic Concepts to Our Soldiers: Modeled Facilitation SGM Stewart
Don M. Snider, PhD Senior Fellow, CAPE Distinguished Visiting Professor, AWC/SSI
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 into human expertise not routine or repetitive worktakes years of study and experiential learning Earn and maintain the trust of their society by the effective and ethical application of their expertisethe means of social control is the Ethic Are, therefore, granted relative autonomy in the application of their art and expertise...
The Army is an info-age, producing organization the human expertise of modern land combat the design, generation, and support of the ethical application of landpower All production ideally is organized under one of three logics: The market of free, unregulated competition where consumer choice determines services, products, and prices. A bureaucracy of planned, supervised, controlled work focused on predictability and efficiency. A profession of workers with specialized knowledge who organize and control their own work based on a trust relationship with their client(s).
Expert knowledge Accepts life-long learning New situations Practice by humans Unlimited personal liability Invests in humans first Measure effectiveness Trust relationship w/client Granted some autonomy Develops worldview Maintain ethos, self-policed Intrinsic motivations A life-long calling
vs. vs. vs. vs. vs. vs. vs. vs. vs. vs. vs. vs. vs.
Non-expert knowledge You develop me Routine situations Work done by (all) Little personal liability SOPs; soft/hard ware Efficiency Public market Closely supervised None inherent Externally imposed Extrinsic motivations A job
situation or task Classifies the task (estimate/diagnosis), reasons about it (inferring from abstract knowledge applicable to the new task/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 work The practice the repetitive exercise of discretionary judgment, action, and follow-up all decisions with high moral content
Why Do We Care?
Professions offer two unique characteristics to the nation that bureaucratic organizations do not:
Expert
Knowledge Professions create and expand expert knowledge while, Bureaucracies (and businesses) apply the knowledge that professions have developed and discarded. Control Professional ethics develops the most powerful means of controlling individual behavior in large groups that are functioning under ambiguous, chaotic and dangerous circumstances, such as war. Bureaucratic controls, usually based on promotion and monetary rewards, have limited ability to control people in these situations.
Social
Development of soldiers and leaders who can make the right choices, and act on them effectively, during the heat of battle are essential to a successful American Army.
The Army Profession Campaign (2011) was a US Army effort internally initiated to look critically at itself, as directed by the Secretary of the Army and the Chief of Staff of the Army The Army Profession Campaign (2011) was not in reaction to any one incident or issue The US Army has performed exceptionally well during the decade of war, meeting and exceeding its Nations call Demonstrated great strengths in adaptability of young leaders and dedication to service through multiple deployments Also struggled in some areas to maintain the highest standards of the Profession Self-reflection is what effective Professions do and a natural part of the US Armys culture After Action Review
When an Army Senior Leader says something, you can believe it is true
PUBLIC Trust elected and appointed civilian officials to do what is best for the Army Members of the Army have a great Duty, Honor, Country deal of respect for media
20% Disagree
38% Disagree 13% Agree
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certified in the design, generation, support, and ethical application of landpower, serving under civilian authority and entrusted to defend the Constitution and the rights and interests of the American people.
Profession of Arms
(Uniformed Members) (Active/Guard/Reserve)
Aspiring Professionals Serving Professionals Army Veterans of Honorable Service and Army Retirees
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To be a steward of the professions knowledge as well as its ethical and effective practice
When we first went there, we thought we would have a conventional fight, .We had a conventional fight, which turned quickly into an insurgency that was compounded by terrorism We were surprised by the changing tactics that we saw. We had no idea about the irregular aspect we were about to face. We didnt recognize this was a possibility. And when we did recognize this, it took us too long to adjust.
General Ray Odierno, interview with Army Times, 19 September, 2011
Members remain aspiring Aspiring Professional Professionals until certified by the institution
Serving Professional
Professional status earned once certified by the institution and then revalidated over time
Moral CHARACTER requisite to being an Army professional : The Armys expert work creates a moral responsibility to act on behalf of a client rather than self and thus demands a moral character of sacrifice and service to ones own and the Armys Duty to the nation.
COMPETENCE in Expert
Work: The Professionals work is expert work related to the design, generation, support, and ethical application of landpower; the individuals competence is to be certified by the Army commensurate with the level of certification granted.
Resolute COMMITMENT to the Army Profession: By observation and evaluation it is clear that the professional has developed a personal calling requisite to an abiding commitment to effective and honorable service in the Army and to the nation.
ATTRIBUTES
CHARACTER
Army Values Empathy Warrior/Service Ethos Discipline
PRESENCE
Military and professional bearing Fitness Confidence Resilience
INTELLECT
Mental agility Sound judgment Innovation Interpersonal tact Expertise
LEADS
Leads others Builds Trust Extends influence beyond the chain of command Leads by example Communicates
DEVELOPS
Creates a positive environment/ Fosters esprit de corps Prepares Self Develops others Stewards the profession
ACHIEVES
Gets results
COMPETENCIES
Strategic Deterrence
Homeland Security
External Internal
Develop Expert Knowledge
MilitaryTechnical
MoralEthical PoliticalCultural
BE
KNOW
DO
MORAL RECOGNITION
James Rest (1986)
MORAL JUDGMENT
MORAL INTENTIONS
MORAL ACTION
Sequential Process
To succeed in peace and in war the Army needs professionals of high 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 on one or the other; and, if so which one?
The U.S. Army traditionally is a superb trainer, developing militarytechnical skills War tends to improve the Armys technical skills across the profession while challenging the character of those who participate in it...
Thus the concept of aspiring to honorable service as one of the essential characteristic of the Army as military profession, and its Soldiers and civilians as professionals.
Protects American society from exploitation by militarys monopoly of coercive power Distinguishes the Profession from the remainder of the society Provides internal guidance necessary for professional status, the legitimacy of the Army profession: Individual moral conduct by members of the profession Institutional behavioral norms for Army profession, internally and externally Basis for moral development of Army professionals
Adopted from Anthony E. Hartle, Moral Issues in Military Decision Making (1989)
Moral Foundations
Moral-Institutional
The U.S. Declaration of Independence Just War Tradition Army Culture Can-do Trust Relationships of the Profession
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
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 Values Soldiers Creed, Warrior Ethos
Democracy and powerful, professional military organizations do not rest easily with each other.
Professor Richard Betts, Columbia University, 2007;
author of Soldiers, Statesmen, and Cold War Crisis; The Irony of Vietnam; and, American Force
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 the effectiveness of the military instrument? Who serves?
Mackubin T. Owens, US Civil-Military Relations After 9/11: Renegotiating the Civil-Military Bargain (2011)
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 in standards, certifications, covenant with Soldiers/families Can the Stewards of the Profession deliver Army 2020 as profession?
Backup Slides
Mind
Body
MORAL RECOGNITION
MORAL JUDGMENT
MORAL INTENTIONS
MORAL ACTION
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Digital Applications
Three Realities
The Army cannot simply declare itself to be a profession and its Soldiers or civilians to be professionals Profession is not the default or natural character of the Army The responsibility to develop Army professionals, both leaders and followers, both uniformed and civilian, is mutually shared between the institution and the individual Thereforethe Army establishes criteria for institutional certification of individual Army professionals
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 land combat power. This land power is normally applied in Joint Operations through the full spectrum of conflict and the subsequent establishment of a better peace. Such knowledge is unique and is not generally held outside the Army profession. The Army's expertise, then, is the ethical and effective application of that expert knowledge by certified individuals and units in the support and defense of the American people.
4. HONORABLE SERVICE: Without an effective and ethical Army Profession, the Nation is
vulnerable to aggression. Thus the Army Profession exists not for itself but for the noble and honorable purpose of preserving peace, supporting and defending the Constitution, and protecting the American people and way of life. The Army performs that duty virtuously, with integrity and respect for human dignity as the American people expect. Army Professionals are therefore called to more than a job - they are called to the deep moral obligations of the Army's Duty. Under that calling they 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 create
their own expertise and Ethic which they continually regenerate, reinforce, and enforce. The Army has existed for well over two centuries, but it has been a military profession for only half of that period. It will only maintain its status as a profession with the American people if its leaders at all levels, both military and civilian, serve daily as stewards of its evolving expert knowledge, the development of Army professionals and units to use that expertise, and the self-policing of the institution required by its Ethic. Because of this unique responsibility, Army leaders are over time the sine qua non of the Army as a military profession.