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Raising The Bar: Creating And Nurturing Adaptability To Deal With The Changing Face Of War
Executive Summary
"Adaptability" has become a buzzword throughout the U.S. Army due to experiences in Afghanistan and Iraq. This is the Army's introduction to 4th generation warfare. The Army recognizes that in order to move toward becoming a "learning organization" where leaders practice adaptability, it will have to change its culture, particularly its leader development paradigm. The challenge is great, but signs are beginning to appear that it might be possible as new ideas are implemented.
Today's leader development paradigm evolved from one that worked to support the nation's long-standing mobilization doctrine. Mobilization doctrine relies on a small core of full time professional soldiers, backed by large militias or National Guard forces in peacetime, to be prepared to expand rapidly in the event of a national emergency - such as war. Successful mobilization requires time and massive resources. Time is needed to get troops prepared, while resources compensate for lack of experience, professionalism and cohesion needed to fight and win a war.
To support the mobilization doctrine, the Army developed leadership training methods that paralleled management training practices in the corporate structures of the Industrial Age. The challenge for the Army was to get millions of citizens with little or no military experience and turn them into soldiers and officers in a short time. Industry provided the answers, and in the aftermath of the glow of victory in several wars, these approaches became institutionalized.
Some modifications were applied to leader development, but they happened along the fringes of existing laws, regulations, policies and beliefs. Army alterations to today's leader development paradigm may not be enough. The Army has "thought" and "acted" from an antiquated, mobilization-based leader development paradigm that still exists more than 16 years after the fall of the Berlin Wall. This Industrial Age model
"Adaptability" has become a buzzword throughout the U.S. Army due to experiences in Afghanistan and Iraq. This is the Army's introduction to 4th generation warfare. The Army recognizes that in order to move toward becoming a "learning organization" where leaders practice adaptability, it will have to change its culture, particularly its leader development paradigm. The challenge is great, but signs are beginning to appear that it might be possible as new ideas are implemented.
Today's leader development paradigm evolved from one that worked to support the nation's long-standing mobilization doctrine. Mobilization doctrine relies on a small core of full time professional soldiers, backed by large militias or National Guard forces in peacetime, to be prepared to expand rapidly in the event of a national emergency - such as war. Successful mobilization requires time and massive resources. Time is needed to get troops prepared, while resources compensate for lack of experience, professionalism and cohesion needed to fight and win a war.
To support the mobilization doctrine, the Army developed leadership training methods that paralleled management training practices in the corporate structures of the Industrial Age. The challenge for the Army was to get millions of citizens with little or no military experience and turn them into soldiers and officers in a short time. Industry provided the answers, and in the aftermath of the glow of victory in several wars, these approaches became institutionalized.
Some modifications were applied to leader development, but they happened along the fringes of existing laws, regulations, policies and beliefs. Army alterations to today's leader development paradigm may not be enough. The Army has "thought" and "acted" from an antiquated, mobilization-based leader development paradigm that still exists more than 16 years after the fall of the Berlin Wall. This Industrial Age model
- GenresMilitary Fiction
132 pages, Paperback
First published November 1, 2006
7 people are currently reading
41 people want to read
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Displaying 1 of 1 review
June 30, 2016
If you are in the business of developing leaders who can adapt to ever-changing conditions, take initiative, and accept responsibility with enthusiasm and humility, this is the book for you!
I have used "Raising the Bar" as a guide in multiple duty positions during my Army career, from instructor at the United States Military Academy, Operations Officer (S3) and Executive Officer in the 1st Cavalry Division, and (most recently) as the commander of a Cavalry Squadron. There are few written works on the "how to" aspect of leader development that are of more practical utility than this one.
The essence of Vandergriff's work is summed up by the title: "Raising the Bar." It is amazing to see that people will generally raise their game to the level you expect if given the opportunity and top-cover to do so. As a caution, the opposite is also true. If you treat your people like they are children and micro-manage their every move, they will definitely live gown to that level.
The bottom-line: train them how you want them to act!
I have used "Raising the Bar" as a guide in multiple duty positions during my Army career, from instructor at the United States Military Academy, Operations Officer (S3) and Executive Officer in the 1st Cavalry Division, and (most recently) as the commander of a Cavalry Squadron. There are few written works on the "how to" aspect of leader development that are of more practical utility than this one.
The essence of Vandergriff's work is summed up by the title: "Raising the Bar." It is amazing to see that people will generally raise their game to the level you expect if given the opportunity and top-cover to do so. As a caution, the opposite is also true. If you treat your people like they are children and micro-manage their every move, they will definitely live gown to that level.
The bottom-line: train them how you want them to act!
Displaying 1 of 1 review