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The Army is drowning in mandatory training. How do we fix it?
THREE QUESTIONS TO FIX ARMY MANDATORY TRAINING
Posted from warroom.armywarcollege.edu
FORSCOM HQ
Posted >1 y ago
Responses: 15
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Start with simplifying requirements and expectations that supports creating an effective operational work environment. Just because a training focus is mandatory doesn't mean it has to be conducted quarterly, semi-annually, or annually. Repetition doesn't equate to success; thus, adjust frequency of training to match mass personnel turnover rate. Imagine SHARP, suicide prevention, fraternization, ethics, cyber security, EEO, AT training, etc. conducted every 2-3 years then organizations can focus on actual leadership development, MOS specific, and organizational readiness with less interruption.
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SSG Robert Webster
CW2 Randy Whitten - Please explain why it (the training) is better if it is in a digitally delivered format.
Considering your area of expertise, I am actually surprised that you did not better qualify your statement.
Considering your area of expertise, I am actually surprised that you did not better qualify your statement.
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SFC (Join to see)
My question for the 2-3 year idea, is there a study to help prove infrequent mandatory training creates a more positive or hostile environment?
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MAJ James Woods
SFC (Join to see) - I'm going off of personal experience where I didn't see any actual change in behavior or culture within multiple working environments whether the training was quarterly, semi-annually or annually. The frequency of training didn't impact organizational culture as much as the peer mentorship and leader culture of the organizations. How many times did I or my senior NCO had to brief weekly my soldiers not to drink and drive, don't get in fights, stay away from these off limits areas, and do the right thing when it comes to interactions with the opposite sex; only to have that one knucklehead in front of my desk Monday morning? Repetition and increased frequency isn't necessarily the answer.
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SFC (Join to see)
MAJ James Woods I concur, and in your words, my personal experiences. It's a study I'd love to see and get published, but a positive Command climate honestly feels like the best approach for a soldier to not act up. Knowing someone would get in severe trouble held deter that negative behavior over repetition.
In other words; if I know my CO will support SHARP through words and actions but doesn't have mandatory training conducted every quarter, I'll trust in them more than a CO with a negative outlook on SHARP but pushes only for quarterly mandatory training.
In other words; if I know my CO will support SHARP through words and actions but doesn't have mandatory training conducted every quarter, I'll trust in them more than a CO with a negative outlook on SHARP but pushes only for quarterly mandatory training.
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By getting rid of flag officers. All joking aside, the best way to get away from it is to return to a mission base Focus. We need a fundamental shift and our mindset away from a Garrison mentality to a warrior mentality and stop worrying about all of this social engineering nonsense.
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SPC Kelley McMahan
I agree Top. when will the DoD finally figure out that outside of military journalism or Public Affairs and perhaps 18 series that we are not there to make nice and be pretty. We are there to take ground from the enemy, chase them down put our boots on their necks and put an end to their operations end of fragging file. No barracks inspection anywhere ever, proves that a (insert branch here) could and would engage in a point blank firefight at the drop of a hat and do their jobs. And to quote Hollywood for a moment, namely prisoner 11 in The dirty Dozen, while masquerading as a General, "very pretty Colonel, but can they fight?"
Hopefully now that we have Chaos as Sec Def that can change and the Generals will get their act together.
Hopefully now that we have Chaos as Sec Def that can change and the Generals will get their act together.
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Interesting article. You can thank Mr. Robert McNamara, Henry Ford II (who hired Mr. McNamara) and the Ford Motor Company, and President Kennedy. You can also thank the Air Force for adopting Six Sigma, that instead of fixing manufacturing and supply issues actually compounded those problems with additional unnecessary and unneeded cost, paperwork, and personnel. What a waste.
Another interesting part - three (3) or more mandatory classes on the same subject or subject area.
Bottom line for some of those areas - bust the perps AND the false accusers, punish them, put them in jail or prison, and kick some out of the service. Treating them with kid gloves is a mistake.
Another interesting part - three (3) or more mandatory classes on the same subject or subject area.
Bottom line for some of those areas - bust the perps AND the false accusers, punish them, put them in jail or prison, and kick some out of the service. Treating them with kid gloves is a mistake.
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