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 525-3-7-01Research confirms that together with high morale, strong vertical cohesion is the mosteffective predictor of unit performance. 78 The single most important factor in cultivating bondsamong Soldiers and between Soldiers and their leaders are caring, nurturing officers and NCOswho develop and empower their subordinates. Leaders who establish an open, collaborativecommand climate; provide for the physical welfare, psychological needs, and good training oftheir Soldiers; recognize their performance, and share their discomforts and danger in exercisesand on operations manifest this sentiment. Studies repeatedly show that in company-sized units,when leaders showed interest in their Soldiers, understood their needs, helped them, recognizedtheir abilities, backed them up, and treated them fairly, morale was higher, casualties lower, andthe unit more likely to be cohesive and effective. 79 These elements of leadership have manycomplementary theoretical concepts such as “empowering,” “servant,” and “authentic.” Eachtheory shares common features, trust, respect, and competence. This contrasts with theauthoritarian style of leadership characterized by fear of personal failure, being too busy toengage subordinates, being unwilling to accept mistakes or advice, practicing initiative-crushingmicromanagement, and reluctance to relinquish the illusion of complete control.Secondary cohesion includes both organizational and institutional bonding. Organizationalbonding occurs at the next higher organization—company or battalion, or regimental or brigadelevel, while institutional bonding is the relationship of the Soldier to the Army. Prior todeployment, units build organizational bonds by continuing the process of socialization begun inIET. Unit socialization includes learning about unit heritage, customs and traditions, distinctiveuniforms and insignia, standards of appearance and conduct, ceremonies and unit activities thatinstill pride, unity of purpose and solidarity. During operations, secondary group leaders providepurpose by assigning and explaining missions and providing intent. Successful secondarycohesion is demonstrated by Soldiers whose performance is guided not only by the desire toavoid letting their comrades and leaders down, but also by their concern that their conduct andperformance not tarnish the unit’s or the Army’s reputation.Army personnel assignment and professional military education policies have an even greaterimpact upon primary and secondary group cohesion. From World War II up to the wars in Iraqand Afghanistan the Army essentially maintained an individual replacement policy. MostSoldiers served in many different units making it a difficult, yet routine requirement to transferaffiliation and loyalty to a new unit every two to three years. Professional military educationoften coincided with these breaks between stations. While this promises secondary cohesion,critics of the individual replacement policy cite its negative impact on primary group cohesion.This policy, as practiced where largely conscript Soldiers arrive individually in units and serveyearlong tours, is one of the primary reasons for the breakdown of morale and unit cohesion inthe Army during the Vietnam War.The future Modular Force composed of multifunctional BCTs may benefit from personnelstabilization policies that strengthen unit cohesion. Similarly, elite units, such as Rangers andspecial operations forces, develop strong bonds and reputations for perceived excellence anduniqueness. Indeed, all Army organizations strive to develop a special identity. This sense ofunit identification can be a source that increases cohesion.66
TRADOC Pam 525-3-7-01SocietalSocietal cohesion consists of the Soldier’s perception of the relationship between the Armyand society. It is particularly important for an all-volunteer Army to remain connected to society.Army culture and values must be consistent with America’s traditional values embodied in theconstitution and the laws governing the Nation and the Army. Most would agree that someperiod of honorable uniformed service returns more responsible citizens to civilian life. Armyservice characterized by competence and integrity enforces the bond of trust between society andthe Army. Similarly, when Soldiers believe society appreciates the sacrifices they make, pridebecomes a motivating factor that enhances morale and cohesion and eases Soldier reintegrationinto society at the completion of their service. While not the primary factor in developingcohesive units, over time the support of the American people, or lack of it, can affect themotivation of Soldiers and their commitment to completing the mission. Shaping andmaintaining this connection with society is the responsibility of leaders at all levels but especiallythe Army’s senior leadership.3-3. Moral and Ethical DevelopmentInstitutional and Professional Values and PrinciplesIn light of the unconstrained methodsemployed by many of our current and futureadversaries, critics argue that ethicalconsiderations are meaningless and may evenhurt the Army’s ability to operate effectively. 80However, a credible ethical culture is anessential foundation for unit effectiveness andcombat power, to include institutionalreliability. Ethical systems are components ofculture that guide behavior and humaninteraction by defining the values and actionsthat are acceptable and unacceptable.When you put young people, eighteen,nineteen, or twenty years old, in a foreigncountry with weapons in their hands,sometimes terrible things happen that youwish never happened. This is a reality thatstretches across time and across continents.It is a universal aspect of war, from the timeof the ancient Greeks up to the present.Stephen E. AmbroseAmericans at WarMaintaining a sense of good morale, esprit de corps, and cohesion in Soldiers requires acollective effort from initial socialization to on-going integration into units and extended service.Such efforts integrate the strong institutional and professional values that make up the moralethicalcontent of Soldiers’ development. They also involve efforts to sustain those values acrossthe Soldier’s period of service until they become ingrained characteristics. Experiences andindividual understanding of those experiences must reinforce fundamental institutional andindividual values. More importantly, the objective of moral development is the practice of themilitary and civic virtues and the internalized dispositions to live by those values all day, everyday, professionally and in the Soldier’s private life. This is what integrity is all about—aligningindividual and professional values in such a way that beliefs and behaviors are internallyconsistent.67
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<strong>TRADOC</strong> <strong>Pam</strong> <strong>525</strong>-3-7-<strong>01</strong>SocietalSocietal cohesion consists of the Soldier’s perception of the relationship between the <strong>Army</strong>and society. It is particularly important for an all-volunteer <strong>Army</strong> to remain connected to society.<strong>Army</strong> culture and values must be consistent with America’s traditional values embodied in theconstitution and the laws governing the Nation and the <strong>Army</strong>. Most would agree that someperiod of honorable uniformed service returns more responsible citizens to civilian life. <strong>Army</strong>service characterized by competence and integrity enforces the bond of trust between society andthe <strong>Army</strong>. Similarly, when Soldiers believe society appreciates the sacrifices they make, pridebecomes a motivating factor that enhances morale and cohesion and eases Soldier reintegrationinto society at the completion of their service. While not the primary factor in developingcohesive units, over time the support of the American people, or lack of it, can affect themotivation of Soldiers and their commitment to completing the mission. Shaping andmaintaining this connection with society is the responsibility of leaders at all levels but especiallythe <strong>Army</strong>’s senior leadership.3-3. Moral and Ethical DevelopmentInstitutional and Professional Values and PrinciplesIn light of the unconstrained methodsemployed by many of our current and futureadversaries, critics argue that ethicalconsiderations are meaningless and may evenhurt the <strong>Army</strong>’s ability to operate effectively. 80However, a credible ethical culture is anessential foundation for unit effectiveness andcombat power, to include institutionalreliability. Ethical systems are components ofculture that guide behavior and humaninteraction by defining the values and actionsthat are acceptable and unacceptable.When you put young people, eighteen,nineteen, or twenty years old, in a foreigncountry with weapons in their hands,sometimes terrible things happen that youwish never happened. This is a reality thatstretches across time and across continents.It is a universal aspect of war, from the timeof the ancient Greeks up to the present.Stephen E. AmbroseAmericans at WarMaintaining a sense of good morale, esprit de corps, and cohesion in Soldiers requires acollective effort from initial socialization to on-going integration into units and extended service.Such efforts integrate the strong institutional and professional values that make up the moralethicalcontent of Soldiers’ development. They also involve efforts to sustain those values acrossthe Soldier’s period of service until they become ingrained characteristics. Experiences andindividual understanding of those experiences must reinforce fundamental institutional andindividual values. More importantly, the objective of moral development is the practice of themilitary and civic virtues and the internalized dispositions to live by those values all day, everyday, professionally and in the Soldier’s private life. This is what integrity is all about—aligningindividual and professional values in such a way that beliefs and behaviors are internallyconsistent.67