TRADOC Pam 525-3-7-01 - TRADOC - U.S. Army

TRADOC Pam 525-3-7-01the differing levels and types of skills contributed by the Army Reserve and JIM partners furthercomplicates the picture. Ultimately, we can be certain that in the future, individual Soldiers mustpossess a much broader skill set, if for no other reason than to cope effectively with theuncertainty of the OE. What is not clear, and must be the subject of further study, is how toachieve the right balance between individual and collective capabilities within the context of anunpredictable and rapidly changing OE. Further research needs to seek the right balance betweenskill dimensions such as cognitive agility and adaptability with more practical needs such asknowledge of and conformity to accepted TTPs. The exploration of such tradeoffs will beessential for the formulation of realistic TLE policies in many domains, including TLE, in orderto achieve the optimal mix of Soldier skills for success in the future OE.Warrior Skills, Ethics, and ValuesTo face future learning challenges, the Army will “retain doctrinal bedrock principles andimperatives” 105 first, building a Soldier’s foundation of fundamental knowledge and skills,followed by the expansion of knowledge and skills in subsequent training and education asneeded to deal with an increased scope and depth of responsibility will continue as the basis ofleader development. The Army must build Soldier’s skills and knowledge upon a center core ofwarrior skills and ethos. Future training reinforces and builds the warrior ethos. Thedevelopment of other professional identities related to peacekeeping, nation-building, andpolicing functions will be just as important attributes as traditional conventional war concepts ofclosing with and destroying the enemy.As emphasized in chapters 1 and 3, a fundamental and unchanging focus of future trainingand education must be this core Army values and ethics. These values and ethics prescribeconditions that facilitate trust, interdependence, and cohesion among Soldiers, but also set highstandards for how the Army will interact and affect perception with individuals outside of theArmy.The armed forces of the world are under increasing public scrutiny, and if theirmembers behave in a fashion that the public deems morally reprehensible it maydestroy public support for their mission. We live in the era of the “strategiccorporal.” Immoral behavior by even the lowest ranking Soldier can have astrategic effect, as witnessed by the impact of the images of Private LynndieEngland, a “strategic private,” at Abu Ghraib prison in Iraq. 106To be successful, “…ethics training needs to be seen as something other than a burdensomecompulsory duty. Rather it needs to be integrated into military training from a very early stage asa fundamental part of the process of developing professional Soldiers.” 107 Current ARs requireprovision of initial ethics and values training to Soldiers at basic combat training and to officersin the Basic Officer Leadership Course. Regulations mandate annual sustainment training inunits. In the future, it is likely that values and ethics training will assume an even higher priorityand integrate into day-to-day training and education. More innovative approaches to values andethics training will emerge. Values and ethics issues relevant to the operational situation of themoment will merge into training scenarios.105