TRADOC Pam 525-3-7-01 - TRADOC - U.S. Army
TRADOC Pam 525-3-7-01 - TRADOC - U.S. Army TRADOC Pam 525-3-7-01 - TRADOC - U.S. Army
TRADOC Pam 525-3-7-01These new conditions will also apply to reserve components. In the future, they will nolonger be a strategic reserve mobilized only in national emergencies. They have assumed the roleof operational reserve employed on a cyclical basisto allow the Army to operate more effectively in the Man has two supreme loyalties - tofuture operating environment. Increased country and to family.... So long asdeployments and family separations will require an their families are safe, they willincreased commitment from employers, Soldiers, defend their country, believing that byand their families. National Guard and Army their sacrifice they are safeguardingReserve families face a unique set of stressorsrelated to comparatively short periods ofpreparation. These families desperately needinformation, not only about deployment but alsofinances, tri-service medical care or TRICARE, (thehealth care program serving active duty servicemembers, retirees, families, survivors, and certainformer spouses worldwide), and social supporttheir families also. But even thebonds of patriotism, discipline, andcomradeship are loosened when thefamily itself is threatened.William Tecumseh ShermanGeneral, United States Army1864resources for military families. Finances may also be a significant source of stress for thesefamilies, as military pay may not match civilian pay. There may also be concern that the servicemember’s job will not be available upon return, despite federal legislation designed to ensure jobprotection for reservists.The unit and the family compete for the Soldier’s time, energy, and emotional commitment.Competing demands of family and the Army may exceed the Soldier’s ability to meetexpectations, and, ultimately, force the Soldier to choose between the two. This tension canaffect family satisfaction with Army life, the Soldier’s decision to remain in the Army, his or herperformance in the unit, and ultimately unit readiness.The Soldier bridges both institutions; the family and the Army. However, today’s Soldiersidentify more strongly with the family than with the Army, “. . . [i]f there is a tug of war betweenthe military and the family, it is the family that usually wins.” 168 The Army therefore mustsupport a culture and an environment where its expectation of the Soldier is consistent with theexpectations of the family. A Soldier’s ability to view his unit and family as complimentaryrather than competitive strengthens the belief that he is an effective Soldier and a good familymember.When unit leaders understand and address family issues in a positive way as a unit concernrather than consider these problems a distraction, enhanced family adjustment, and commitmentto the military can result. Army leaders need to understand the factors known to influence familymember well-being, military life satisfaction, and support of a Soldier’s decision to continuingserving. These factors include length and predictability of duty hours, deployments and familyseparations, permanent change of station moves, unit communication with families, and unitsupport during temporary family crises. The commander can influence many of these factors.160
TRADOC Pam 525-3-7-01Studies show domestic problems inthe home can result in decreased combateffectiveness and increased risk for deathon the battlefield. Soldiers who hadexperienced certain marital difficulties orstress in their personal relationships wereat especially high risk to suffer combatoperations stress reactions. 169 Concernsabout family well-being and a sense ofhelplessness will always exist in deployedSoldiers but if the family is properlyprepared to cope with separation andsupported by the family support network,then the Soldier will have the confidencethat they can manage independentlyfreeing the Soldier to concentrate on themission.Developing this level of confidence and trust presents a significant challenge to unit leaders.Military leaders must be able to assist Soldiers’ and families having trouble and at the same timeensure that the unit’s mission is accomplished. Leaders require the skill and knowledge to directSoldier and family members to military and civilian services designed to correct or mitigatefamily related stress. If ignored, family issues will adversely affect the Soldier’s performanceand reenlistment, and unit readiness and performance. 170 Leaders of units who respected andtrusted subordinates, made off duty time predictable, treated Soldier and family problems as unitproblems, and fostered family readiness groups, groups found that attention to family supportadded to the Soldier’s warfighting capabilities. 171The Soldier, the Family in the FutureIn the future operating environment, the structure of the Army and the way it trains andoperates will continue to evolve to meet new and unpredictable challenges. The Army willcontinue as all volunteer force. The majority of the Army, especially officers and NCOs, will bemarried. Demographic changes in the composition of the force are likely to include increases insingle parents and dual-career couples, and the increased requirement for family separations dueto deployments. Therefore, the demands on the Army and the family are likely to remainsignificant and family life stress will remain an important readiness issue.In recognition of these concerns, families will remain an important component of Armyreadiness policies and programs. Family issues affecting individual and unit readiness continueto play an important role in recruitment, retention, and commitment to the combat mission.Additionally, a strong healthy family life continues to be an important source of strength andsupport for Soldiers and their families and serves as a protective factor in preventing COSR.The Army has committed and will continue to commit substantial resources to family wellbeingprograms. These efforts reflect the view that family members are true partners in a161
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<strong>TRADOC</strong> <strong>Pam</strong> <strong>525</strong>-3-7-<strong>01</strong>These new conditions will also apply to reserve components. In the future, they will nolonger be a strategic reserve mobilized only in national emergencies. They have assumed the roleof operational reserve employed on a cyclical basisto allow the <strong>Army</strong> to operate more effectively in the Man has two supreme loyalties - tofuture operating environment. Increased country and to family.... So long asdeployments and family separations will require an their families are safe, they willincreased commitment from employers, Soldiers, defend their country, believing that byand their families. National Guard and <strong>Army</strong> their sacrifice they are safeguardingReserve families face a unique set of stressorsrelated to comparatively short periods ofpreparation. These families desperately needinformation, not only about deployment but alsofinances, tri-service medical care or TRICARE, (thehealth care program serving active duty servicemembers, retirees, families, survivors, and certainformer spouses worldwide), and social supporttheir families also. But even thebonds of patriotism, discipline, andcomradeship are loosened when thefamily itself is threatened.William Tecumseh ShermanGeneral, United States <strong>Army</strong>1864resources for military families. Finances may also be a significant source of stress for thesefamilies, as military pay may not match civilian pay. There may also be concern that the servicemember’s job will not be available upon return, despite federal legislation designed to ensure jobprotection for reservists.The unit and the family compete for the Soldier’s time, energy, and emotional commitment.Competing demands of family and the <strong>Army</strong> may exceed the Soldier’s ability to meetexpectations, and, ultimately, force the Soldier to choose between the two. This tension canaffect family satisfaction with <strong>Army</strong> life, the Soldier’s decision to remain in the <strong>Army</strong>, his or herperformance in the unit, and ultimately unit readiness.The Soldier bridges both institutions; the family and the <strong>Army</strong>. However, today’s Soldiersidentify more strongly with the family than with the <strong>Army</strong>, “. . . [i]f there is a tug of war betweenthe military and the family, it is the family that usually wins.” 168 The <strong>Army</strong> therefore mustsupport a culture and an environment where its expectation of the Soldier is consistent with theexpectations of the family. A Soldier’s ability to view his unit and family as complimentaryrather than competitive strengthens the belief that he is an effective Soldier and a good familymember.When unit leaders understand and address family issues in a positive way as a unit concernrather than consider these problems a distraction, enhanced family adjustment, and commitmentto the military can result. <strong>Army</strong> leaders need to understand the factors known to influence familymember well-being, military life satisfaction, and support of a Soldier’s decision to continuingserving. These factors include length and predictability of duty hours, deployments and familyseparations, permanent change of station moves, unit communication with families, and unitsupport during temporary family crises. The commander can influence many of these factors.160