The Army reflects our society...
Quote:
Originally Posted by
Westhawk
BG McMaster delivered a broad attack on the DoD’s transformation plans from the 1990s. He asserted that the technological focus of that time neglected the human, social, cultural, and political factors necessary to prevail on the modern battlefield. According to McMaster, events of this decade have shown how adversaries have adapted to previous U.S. methods thus negating them.
McMaster’s capstone concept seeks to reverse many of the precepts and assumptions of the 1990s defense transformation program. Under McMaster’s vision, in order to prevail in ground combat U.S. forces will need to “go local,” by getting very close to the enemy and sustaining long-term operations deep into a variety of indigenous population.
During yesterday’s staff ride of the Gettysburg battlefield, we discussed how any army is the product and reflection of the society from which it comes. The nature of U.S. Southern culture favored the Confederacy early on, but the more industrial and commercial nature of the North later asserted its dominance.
The question for today is whether U.S. society can produce the kind of soldiers and the Army necessary to implement the capstone concept McMaster described. And whether U.S. society can support the operational concept McMaster believes is required to prevail.
-Robert Haddick
Excellent point. We live in a society that is overall much more enamored with technology and hard sciences than with the humanities. How can a nation that routinely lags behind much of the world in social studies, geography, language arts, and other liberal arts studies hope to field armies that are culturally adept enough for the small wars that are likely to be a significant part of our future? The services are certainly making an effort, but without a solid grounding in our own culture, these efforts seem unlikely to ‘stick’.
I highly recommend Dr. Adrian Lewis’ book The American Culture of War: the History of U.S. Military Force from World War II to Operation Iraqi Freedom, which focuses on the role that American culture plays in how our forces organize, equip, and fight. It has some keen insights in this regard.
Capstone Concept will change Army doctrine
Capstone Concept will change Army doctrine
By Robert Haddick
At last week’s TRADOC Senior Leaders Conference, I heard BG H.R. McMaster deliver a presentation on the U.S. Army’s forthcoming Capstone Concept. Here is a news article from TRADOC and the U.S. Army that describes what the Army’s Capstone Concept is and what it will mean to the Army in the years ahead. A few excerpts from the article:
Quote:
The new Capstone Concept, McMaster said, examines how the Army operates under conditions of complexity and uncertainty in an era of persistent conflict. The concept's purpose is to put into operational terms Army Chief of Staff Gen. George Casey's vision of balancing the Army to win today's wars while describing how the future Army will fight the wars of tomorrow...
Quote:
The primary purpose of the capstone concept is to lead force development and employment by establishing a common framework to think about future Army operations; place modernization decisions in a broader context of future armed conflict; establish a conceptual foundation for subordinate concepts; guide experimentation in Army operations and capabilities; and guide capability development.
Quote:
"We looked at how the Army intends to operate and face the challenges in the future operating environment against what we're calling hybrid threats," said McMaster. "By looking at the current operating environment and the hybrid threats we face and could face in the future, this helps the Army make a grounded projection into the near future and understand what challenges our Army will face as part of a Joint, interdepartmental and multinational force, and then develop the capability our Army will need to fight the future battle."
BG McMaster is leading a team that will complete work on the Capstone Concept by the end of this year. The new Capstone Concept is then supposed to guide the development of subordinate Army doctrine. The Capstone Concept effort thus represents important guidance for Army training, leader development, and combat unit organization.
During his presentation last week, BG McMaster emphasized the differences between the doctrine his team is completing and the doctrine the Army operated under a decade ago. Small Wars Journal hopes to provide further discussion of the Army Capstone Concept as it nears completion. For now, I recommend reading the article linked to above.
Looking forward to watching it
Quote:
Originally Posted by
davidbfpo
'HR' spoke yesterday at IISS, London to a nearly full conference room on the project, with a small number of slides; in a nice touch he had to operate the PPT control himself and sometimes forgot. Very clever delivery and some wicked humour: UK Ministry of Defence (Strategy) questioner poses question and 'HR' responds did I hear you right Tragedy?
A lot to absorb and many points that could be applied to law enforcement.
IISS I think will add a video to their website soon:
http://www.iiss.org/ .
Later 'HR' added his praise for the contribution of SWJ / SWC.
More another day.
davidbfpo
Not up yet:(
McMaster speech now on-line
HR McMaster's IISS talk is now available, in two parts, his speech (33 mins) and the Q&A (29 mins): http://www.iiss.org/ scroll down slightly and click on 'watch the speech'. The 'strategy' or 'tragedy' quip is in the first minute of the Q&A, superb.
davidbfpo
We know that. Of course, we aren't going to, you know, actually DO it...
Quote:
Originally Posted by
J Wolfsberger
The issue of tactical responsiveness can be addressed through implementing auftragstaktik, and "two up, two down" communication, etc. (Which, by the way, I believe the Aussies have gone after in a big way.) That, however, requires leadership, trust in subordinates
For two reasons:
We have not done it that way in the time of service of the current crop of Flag officers -- the fact that we have in the past done it and been quite successful and that we have generally been less successful since we stopped doesn't seem to penetrate...
We cannot trust subordinates because we KNOW they're only half trained...:rolleyes:
:mad: :mad: