Enlisted Force

In my five years of service I often talk with fellow Airmen about the different states of the Airforce. After many discussions I noticed a common theme was captured in a single saying “I love being an Airman, But I hate being in the Airforce”. From Basic Military Training we are taught to be Airman. We learn the Air Force core values of integrity first, service before self, and excellence in all we do, this is the moral code that every Airman lives by. These values are hard pressed in new Airman but somehow lost further in the individual’s career. The Airforce falls short of producing a climate that embodies this ethos. I hope this exposes the deep frustration that I and many young Airman are feeling. By being more of a bureaucratic entity

Army leaders must balance the link between the Army’s culture and it’s climate and institutional practices. When there is a proper balance it has a huge impact on the mindset of the Army’s Soldiers. Their actions or inactions impacts the five key attributes of the profession, and the four fields of expertise, and have long term effects on the Army’s culture and climate. These actions influence Soldiers’ perceptions that they are serving professional who have answered the call of service to the republic, it is important that Soldiers understand that their role is a calling and not just a job.

This concise paper addresses a lifetime of learning on part of the author and the gracious graduated squadron commander interviewee who leant his time and wisdom. In the next few paragraphs the three key elements that will be addressed include: the author’s leadership philosophy, elicited in the hot seat from the Group Commander, a summary of the author’s commander interview, and an analysis of the interview through the lens of the author’s own philosophy.

Gerd Gigerenzer in “Deliberate Ignorance” distinguishes what this self-chosen defiance of knowledge means and what people feel when confining themselves to the situation. When someone willfully decides to remain ignorant even when the answer remains easily obtained, that person has decided to become deliberately ignorant. Gigerenzer understands how systematic ignorance can wreak havoc on large populations and impact people’s daily lives. This systematic production of ignorance deflects, covers up, and obscures facts. He stated a prime example of this “the tobacco industry’s efforts to keep people unaware of the evidence that smoking causes cancer” (Gigerenzer 1). In contrast deliberate ignorance involves a phenomenon where people choose not to have specified information.

Ignorance is known as a lack of knowledge or understanding. This word is most definitely not a term of endearment; in fact it’s the complete opposite. In the book Into The Wild, written by Jon Krakauer, it tells the story of a man who gives up everything he owns to travel to Alaska and live in the wild. Christopher McCandless (also known as Alexander Supertramp) is known to many as ignorant and arrogant because of the little physical baggage he carries with him. Although these people may not agree with Chris’s choice of lifestyle, many find fulfillment in life on the road. Life on the road is not suited for everyone, but the advice that Chris gives to Ron Franz, and 81 year old man that he meets on his travels, is to not settle

Army Doctrine Reference Publication 1-0 states, “living by and upholding the moral principles of the Army Ethic” is the foundation to our profession. An organization cannot survive if there are no foundation for morals. The organization will internally implode. This is a critical fact for the Army. Individuals that do not have a foundation that aligns with the Army’s foundation is detrimental to the organization. The purpose for this short paper is to explore the fundamentals of our profession; examine the need for structure; how to return to basics of the profession; who needs to enforce standards; finally, implementing a culture change within the Army. Army leaders have categorized the four problems that currently plague the Army

There are very few things in the modern military of today or any military that has ever existed before our current military for that matter, that are more important than the rank structure and the the respect that is demanded of you by that rank structure. Those are two very important characteristics of every successful military unit. With added details here and there, in this essay I will mainly be discussing what respect actually is, how being respected is normally earned and in the military how it is demanded of you as a sub-ordinate to any ranks higher than you or in some cases any fellow military personnel who is more senior to you and why. On top of that I will be covering

The Army is a way of life; a culture designed to understand, embrace, and demonstrate its understanding. Throughout the entire existence of the Army its culture has been based on elements such as oaths, creeds, the Warrior Ethos and the Army Values. The elements of the Army’s culture are the basis for ethical conduct. Soldiers have been taught to uphold and live by the Army Values but they have not necessarily been taught to remain a professional while upholding these standards. By instilling ethical and moral value into the professional soldier the military is ensuring that all soldiers, even lower level soldiers, are able to make complex and tactical decisions for a strategic effect. If the Army has unethical soldiers they risk failure. Failure due to unethical soldiers can have strategically far reaching implications for the Army, our client nation, and international allies.

The United States Air Force has been able to carry on a great tradition of air supremacy and advanced technology. They were born in September 1947, when they separated from the Army Air Core, and became their own unit (www.peterson.af.mil). Providing for the troops that serve always has been a top priority of the Air Force. The Air Force is run in management form, just like any large organization, or small business. It has a rank structure, where tasks are delegated down from the ranking Officers through the Enlisted Core. After significant evaluation, I have researched and identified the following six categories necessary for the Air Force to preserve

Ignorance is to accept things just the way they are by accepting you’re surrounding in a or to think that you know everything and not wondering how much you are missing out of the world. Instead, people get stuck in a cave without wondering what is out there, you need to get out of the cave like the prisoner whom scape saw the truth. The shadows he flickering shadows on the side of the cave constitute the reality of existence(now we have many things, family, house, etc. the next moment(when death comes), everything banish it.

The best way to exemplify the Army’s Professional Culture is the Warrior Ethos; “I will always place the mission first, I will never accept defeat, I will never quit, I will never leave a fallen comrade.” (CG TRADOC, 2010, p.15). The operating environment is always changing but what sets the Army apart is how we adapt to these changes. Striving for excellence in every aspect is what sets us apart from the rest. Culture in the Army has three levels; Artifacts, Espoused Beliefs and Values, and Basic Underlying Assumptions.

The purpose of this paper is to provide a summary of an Army white paper, the “Profession of Arms.” The U.S. Army should be “The Profession of Arms” and each soldier should be “The Professional Soldier.” (U.S. Army, 2010). It is important for “The Profession of Arms” to develop expertise, trust, development values, and service at the organizational level (U.S. Army, 2010) l. Also, it is crucial for “The Professional Soldier” to develop skill, trust, leadership, character, and duty at the individual level (U.S. Army, 2010). So, the “Profession of Arms” is comprised of experts and experienced soldiers who dedicate their lives to defend the U.S. Constitution and the American way of life (U.S. Army, 2010).

The United States Army is an organization based on standards, traditions, and a defined hierarchy. Teams make up the organizational structure drastically ranging in size and functionality, centered on guidance provided by leaders. These leaders work hard to build trust through competence and shared experiences over time. As Captains, our experience and leadership qualities are necessary to build and maintain a culture centered around trust.

There are many values to military branches, Army specifically has seven values. Those seven Army values (in order) are Loyalty , Duty , Respect , Selfless – Service , Honor , Integrity , and Personal Courage. A Value is the regard that something is held to deserve, the importance, worth, and usefulness of something. I will be providing the “consumer “(reader) with this here essay with my opinion and current status on and about the meaning of a value and the Army's values to clarify specific guidelines to follow these values.

This thesis will cover the Support of the Commander’s Leadership Philosophy, command climate, strategies, and the role of the gunnery sergeant’s importance in the execution of the Commander’s leadership philosophy for Marine Fighter Attack Squadron 214, Marine Corps Base Quantico, Virginia. We feel that the command climate at this unit is good. The three strategies that we will use to discuss this will be communication, training and leadership and how important they are in order to establish an effective and productive environment. We will also discuss how the gunnery sergeant’s important role is the key to ensuring that these strategies are