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Evaluate Employee Selection and Training on Capacity
OLB 7002, Assignment 3 DuBose, Justin Z. Dr. Michael J. Kranzusch 27 August 2017 Research Findings The subjects of employee selection and employee training as they pertain to and affect organizational capacity and productivity should be at the heart of every organization concerned with increasing the caliber of their workforce. As the caliber of the individual worker increases, so does the entire organization. This directly impacts tangible qualities such as profit and production, but it also, and arguably more importantly, impacts certain intangible qualities such as workplace culture and employee satisfaction. Consequently, these subjects are paramount to all organizations. Research has demonstrated the many benefits of employee selection and employee training and their profoundly positive or negative effects on organizational capacity and productivity. One major effect of employee selection and training shows up in the culture of the workplace in which those employees work. Robert Richman, author of “The Culture Blueprint” and former manager and cultural strategist for Zappos.com, stated that, “Culture is infectious, and whether positive or negative, it will spread” (PR Newswire, 2016). This issue is magnified in light of the fact that 72% of global executives in a recent survey agreed that “culture is extremely important to organizational performance”. However, just 32% of those same executives said their current culture “aligned with their business strategy” (PR Newswire, 2016). Workplace and organizational culture are directly linked to the people within the organization, thus making the selection and training of these employees an extremely high priority to organizational leaders. Michael Segovia, a lead facilitator for the MBTI Certification program at CPP, highlighted this truth when he said, “Regardless of the technology that evolves around us in the workplace, successful working environments will always require collaboration between individuals, and thus, personalities will remain a key factor in achieving streamlined business value for any organization” (PR Newswire, 2015). By examining employee selection and training, an organization can ensure to a high degree that the personalities which are influencing their working environments are helping to achieve their organizational values and goals, rather than function in opposition to them. Once these employees are selected, businesses and organizations must focus on the necessary and appropriate training to further encourage and cultivate those desired attributes which contribute to organizational capacity and productivity. One way to achieve this objective is through the practice of “organizational learning” (Vargas, 2015), which is a process that not only optimizes an innovative environment and workplace culture, but also promotes high performance. This optimization of innovation and promotion of high employee performance has been proven to enhance performance and give organizations a sustainable competitive advantage (Baker & Sinkula, 2002). Studies have also affirmed that to gain and maintain a sustainable competitive advantage, it must begin and end with the selection and training of employees; employees must be viewed as valuable assets rather than “cogs in the wheel” (Risher, 2013). Furthermore, research has concluded that institutionalizing “organizational learning” in the form of self-assessment and reflection yields positive results in employee productivity (Gerras & Wong, 2016). This is true, in part, because institutional organizational learning can translate to employee productivity, which is “self-directed and future-focused behavior” and which “aims to bring about change” (Parker & Wang, 2015). Thus, employee training becomes an institutional practice in which proactivity is fostered and, consequently, organizational capacity and productivity increase. Interpretation of Research Findings It is clear that organizations must invest in their employees if the desire to see their bottom line positively impacted is to be realized. Until and unless employees are seen as the most valuable asset and the worthiest investment of time and resources, organizational capacity and productivity will never increase. This is accomplished first through proper employee selection and subsequently through training. It is inarguable that employee selection is incredibly important for organizations of any size. Those employees selected will not only integrate into the workforce where their personality and character traits will influence workplace environment and culture (PR Newswire, 2015), but they also will matriculate into management positions, which arguably have the greatest influence in the workplace (Risher, 2013). Employee selection has not only an immediate but a future impact as well. Employee training is also an area of great concern for organizational leaders as the training will either work for or against leaders as they pursue their organizational goals. Google, routinely listed as one of the greatest places to work, has shifted their focus and resources on employee training and has seen incredible results in their organizational capacity and productivity (Risher, 2013). Similarly, the New South Wales Public Hospitals in Australia have recently instituted leadership develop training for their nurses and have seen a noticeable increase in capacity and productivity (Daly, 2015). In different sectors and across various geographies, studies have firmly concluded that employee training, if conducted effectively, can have a marked impact on organizations. Plan of Action for Columbus Christian Academy One of our major issues in the past at Columbus Christian Academy is that virtually no foresight or organizational planning went into employee selection. Our selection process has always been, until recently, reactive instead of proactive; we have always sought to fill vacancies out of time necessities rather than out of a diligent, planned selection process. This has been true both of faculty positions as well as volunteer positions, such as school board members and parent/teacher committees. In light of the aforementioned studies and research findings, our plan of action in employee selection needs to be focused on those key attributes which will positively and noticeably impact organizational culture and capacity. For example, the issue of individual personalities plays a huge role in determining workplace culture (PR Newswire, 2015). Rather than simply evaluating professional credentials and qualifications in the hiring process, careful consideration must also be given to personality traits as these may impact the workplace more deeply than professional qualifications. While several tools exist for evaluating personality type and factors, the “Big Five” have an effective research foundation which prove that they are valuable not only in employee selection but in leader development as well (Gerras & Wong, 2016). This “Big Five” assessment (which measures openness, conscientiousness, extraversion, agreeableness, and neuroticism) will be given to all potential employees and will provide a more focused and strategic element to the employee selection process. This is the first step in targeting an increase in present and future capacity and productivity. This “Big Five” assessment will also become a part of annual employee training to continually develop self-awareness and increase positive workplace interaction. As our focus shifts to developing a regular and calculated employee training program, our aim will be the professional development of our people in ways that facilitate innovation (Risher, 2013), proactivity (Parker & Wang, 2015), and the ability to create and pursue individual goals that line up with organizational values. In pursuing this objective in training, the goal is to see not only an increase in employee satisfaction, but also, and consequently, an increase in capacity and productivity. Furthermore, those employees who are selected based upon a combination of professional qualifications and personality factors will immediately be thrust into a workplace environment where those same qualifications and factors are encouraged, valued, and developed by their peers and supervisors. This training will also center around the three motivations of “can do”, “reason to”, and “energized to” (Parker & Wang, 2015). The innovation, proactivity, and goal creation and pursuit of employees will all be filtered through the motivations of that which they can accomplish, believe in accomplishing, and are energized by pursuing. In this way, the goals they are creating are goals of their own choosing but which further organizational capacity and productivity, and which also serve to increase their happiness and satisfaction as employees of the organization. For example, if an employee has ambitions to be a supervisor or administrator, they would be encouraged to create goals which would help them achieve this ambition within the organization. This encourages innovation and proactivity on their part, and this can be cultivated through annual training and support from those within the organization. The pursuit and realization of these goals increases the capacity and productivity of the individual as well as the organization. It is our hope that the institutionalization of such practices and procedures produces a noticeable and positive change in employee engagement and fulfillment, workplace culture, and organizational capacity and productivity. References Baker, W. & Sinkula, J. (2002). “Market orientation, learning orientation and product innovation: delving into the organization’s black box”. Journal of Market-Focused Management, 5, 5-23. Retrieved August 27, 2017. Daly, J., Jackson, D., Rumsey, M., Patterson, K., & Davidson, P.M. (2015). “Building Nursing Leadership Capacity: An Australian Snapshot”. Nurse Leader, October 2015, 36-39. Retrieved August 27, 2017. Discover the new MBTI(R) comparison report: Work styles. (2015, Apr 29). PR Newswire Retrieved from http://search.proquest.com.proxy1.ncu.edu/docview/1676429531?accountid=28180 Gerras, S.J. & Wong, L. (2016). “Moving Beyond the MBTI: The Big Five and Leader Development”. Military Review, March-April 2016, 54-57. Retrieved August 27, 2017. MBTI(R) professionals take on leading business priority: Workplace culture. (2016, Jun 30). PR Newswire Retrieved from http://search.proquest.com.proxy1.ncu.edu/docview/1800517094?accountid=28180 Parker, S.K. & Wang, Y. (2015). “Helping people to ‘make things happen’: A framework for proactivity at work”. International Coaching Psychology Review, 10(1), 62-75. Retrieved August 27, 2017. Risher, H. (2013). “Investing in Managers to Improve Performance”. Compensation & Benefits Review, 45(6), 324-328. Retrieved August 27, 2017. Vargas, M.I.R. (2015). “Determinant Factors for Small Business to Achieve Innovation, High Performance and Competitiveness: Organizational Learning and Leadership Style”. Procedia – Social and Behavioral Sciences, 169, 43-52. Retrieved August 27, 2017.
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THE REPUBLIC OF IRAQ
A PMESII-PT ANALYSIS CH (CPT) JUSTIN DUBOSE DL C4 (H-RC) FY16 CLASS 412 August 22, 2017 The following analysis is an examination of the Political, Military, Economic, Social, Information, Infrastructure, Physical Environment, and Time (PMESII-PT) of the Operational Area of The Republic of Iraq. PMESII-PT is critical to understanding Operational Variables and Sub-variables which are laid out and established in ADRP 5-0. The primary source of this information was the CIA World Factbook on Iraq (https://www.cia.gov/library/publications/the-world-factbook/geos/iz.html). Other sources included “SouthFront: Analysis & Intelligence” (https://maps.southfront.org/military-situation-in-syria-and-iraq-on-july-4-2017-map-update/) and TIME Magazine (http://time.com/4298318/iraq-us-troops-barack-obama-mosul-isis/). Political The Republic of Iraq is a federal parliamentary republic which consists of 18 administrative divisions known as “governorates”. Their current constitution was adopted by referendum on 15 October 2005 and their legal system is a mix of civil law and Islamic law. The current President is Fuad Masum, who was elected on 24 July 2014 and there are three Vice Presidents who serve under him. The Prime Minister of Iraq is Haydar Al-Abadi who serves as the head of the Iraqi government. There are several political pressure groups who exert strong political influence in the political area. These are primarily Sunni and Shia militias. Since September 2014, much of the political focus of the new constitutional government has been on the military campaigns to recapture territory lost to ISIS. ANALYSIS The current government in Iraq faces instability in every arena. The country is still recovering from a complete overhaul in government and a civil war which raged from 2006-2008. Furthermore, sectarian violence continues to threaten any progress the government would make. While there are signs of political progress – such as a cabinet with both Sunni and Kurdish support. Military Much of the current military activity in Iraq revolves around the Iraqi Security Forces (ISF) warring against ISIS forces. In addition to ISF, there are the US-backed Syrian Democratic Forces (SDF). Together, the ISF and SDF have been pushing back against ISIS and have almost completely liberated the city of Mosul from ISIS control. Since the US military pulled out all remaining forces in 2011, the government of Iraq has been embattled against various terror cells and organizations, namely ISIS, for political and economic control of the country. Last year, TIME magazine reported that the numbers of US troops still in Iraq was approaching 5,000 to aid in the fight against ISIS. ANALYSIS The US military left Iraq in December 2011 after spending almost 9 years in the country. In the vacuum left after the 2011 withdrawal, various terror cells and organizations began to infiltrate the country. The ISF and their allies have pushed back ISIS back into the northern areas of the country, but this struggle has left the country in a constant state of instability. This struggle will, for the foreseeable future, continue to exist and continue to be a large factor in Iraqi military affairs. Economics The GDP estimate from 2016 was $173 billion, which was more than a 10% increase from 2015. Much of this production is due to their exporting of oil. Oil accounted for 90% of government revenue in 2016. There are, however, ongoing oil disputes between the Kurdistan region of the country and the capital city of Baghdad which, if solved, would add to the GDP. The per capita income estimate for the country in 2016 was $16,500 per person. The most recent unemployment rate is from 2012, at which time it was 16% of a labor force of 8.9 million. 23% of the Iraqi population lives below the poverty line and their annual budget deficit is -14.7% of GDP. ANALYSIS On the positive side, the economy of Iraq is rebounding from historic lows due to war and related factors. A 10% increase in GDP in a single year is significantly noteworthy. This trend should continue as the prices and demand for Iraqi oil increase. However, a 16% unemployment rate is alarmingly high, as is an annual budget deficit of -14.7% of GDP. If the Iraqi government could decrease the rate of unemployment, then they would also decrease their annual deficit. Social The religious makeup of Iraq is overwhelmingly Muslim with 99% of the population identifying as Islamic. Of these 99%, 55-60% identify as Shia and 40% identify as Sunni. Much of the Christian population of Iraq fled to neighboring countries after the fall of Saddam Hussein, leaving less than 0.1% of the population as Christian. Arabic is the official language of the country, as well as Kurdish as 15-20% of the population are of Kurdish descent. The median population age is 19.9 years in a total population of just over 38 million. The Iraqi culture places great value on relationships – namely family, clan, and tribe. ANALYSIS While the dominant religion in Iraq has been Islam for a long time, the percentage of the population as identifying as Muslim has only increased since the end of the Saddam Hussein regime. To understand the people and culture, one must understand the Islamic faith. It is also imperative to grasp the depth of importance familial relationships have to the Iraqi people. If any progress is to be made in penetrating the culture, it must be cultivated through relationship. Information A vast majority of Iraqis own and regularly use cell phones. However, since the arrival of US forces in 2003, domestic and international communications have experienced notable damage. This continues to persist with the ongoing presence of and conflict with ISIS. Satellite television is available to an estimated 70% of the Iraqi population, with much of the programming content being international. Only 17% of the population has access to the internet, and the perpetual conflict has destroyed much of the information infrastructure throughout the country. ANALYSIS Since 2003, much of the information and communication infrastructure has been destroyed. While the government is making efforts to rebuild and recover, the progress is slow due to conflict. However, since the arrival and legalization of cell phones in 2003, the cell phone market continues to grow and much information is disseminated through cellular technology. Infrastructure Iraq presently has 72 airports with paved runways with 39 registered aircraft operated by air carriers. Additionally, there are 2,272 kilometers of railway and 59,623 kilometers of roadways. Much of the transportation in accomplished by roadway. Waterways also provide a significant source of transportation infrastructure. Including the famous Euphrates and Tigris rivers, there are 5,279 kilometers of waterway in the country. 98% of the population has access to electricity and, as expected with Iraqi oil reserves, the infrastructure for oil and gas refinery is substantial. ANALYSIS Transportation is Iraq is going to be most effectively accomplished by roadway, although infrastructure for air transport is wide-spread and stable. The energy infrastructure is very stable, with access to electricity existing throughout the country. Physical Environment The Republic of Iraq is geographically about three times the size of New York state. As with most Middle Eastern nations, the climate is mostly a desert climate with mid-to-cool winters and hot, dry summers. While much of Iraq’s terrain are broad plains, areas along the borders of Iran and Turkey are quite mountainous. The mean elevation for the country is 312 meters above sea level. Iraq is known for its frequent sand and dust storms, and flooding in central and southern Iraq is not uncommon. ANALYSIS The terrain in Iraq varies widely depending on geographic location. Mountain ranges are common in certain areas, and deserts are common in others. Summer temperatures can be extremely hot and dry, and cloud cover in the summer is virtually non-existent. Provisions and considerations should be carefully thought through depending on mission location and demand so that climate and terrain may be accounted for in the planning process. Time Unlike the United States, one will not find Iraqis rushing around from place to place. Their perception and understanding of time is centered around themselves and their families. Like most Middle Eastern cultures, Iraq is a “people-oriented” culture and not a “task-oriented” culture. Time is most valuable when it is spent on oneself and those closest to you. ANALYSIS Understanding Iraqis perception of time is critical to conducting operations there. Time must be allocated to spend with and on people in order for the people to be favorable to the mission. Making the shift to operating in a “people-oriented” culture is imperative if the mission is to be successful. LAW OF ARMED CONFLICT
ESSAYS ON SCENARIOS ONE AND TWO CH (CPT) JUSTIN DUBOSE DL C4 (H-RC) FY16 CLASS 412 August 22, 2017 SCENARIO ONE: WAR CRIMES Charlie Company Soldiers and their Commander are both at fault and guilty of committing war crimes in this scenario. Various Army Regulations are clear about this behavior and its unacceptability in the United States Army. AR 350-1 places responsibility on the Command for his dereliction of responsibility. Paragraph G-21 states that an integral part of command responsibility is to “ensure proper treatment and prevent abuse of detainees”. This was clearly violated the company commander of Charlie Company. The responsibility is not solely on the Company Commander, however, in this case. While the military is an institution of order and the chain-of-command is essential to maintaining order and discipline, Soldiers are also required by law to disobey orders that are criminal or unlawful. FM 27-10 states that Soldiers of all ranks “must take all reasonable steps to ensure that the objectives are identified as military objectives” so that “these objectives may be attacked without probable losses in lives and damage to property disproportionate to the military advantage gained.” Furthermore, it is the duty and expectation of every Soldier to report such blatantly criminal orders and unlawful activity. UCMJ has legal precedent for these actions in both United States v. Heyward and United States v. Medley. Additionally, the military principle of proportionality was clearly violated by the Soldiers of Charlie Company. Jonathan Keiler states that military actions which are “deliberately indiscriminate and designed to terrorize” are a clear violation of the utility of proportionality.” In other words, Keiler suggests, the harm inflicted is grossly disproportionate to the military advantage gained by such actions. Soldiers are morally and legally obligated to report such crimes to their chain of command. If necessary, the presence of the Chaplain and/or JAG officer may be required. In the case of the famous My Lai Massacre in Vietnam, it was only the reporting of such crimes to superiors that led to a cease-fire and, ultimately, to the legal handling and condemning of such actions. It is imperative that all Soldiers adhere to such regulations in order to conform to the Law of Armed Conflict and maintain the professionalism and integrity of the United States Army. SCENARIO TWO: FIRING ON POPULATED AREAS While the fine line between military necessity and civilian considerations in armed conflict can require careful deliberation and judgment, Army Regulations and other legal agreements provide guidance for the appropriate actions. Commanders must not make any decision without considering the specific provisions made for both civilians and civilian property during times of armed conflict. The Geneva Convention specifically addresses that armed forces are not to attack civilians or any civilian property. This specifically includes “all acts of violence, whether committed in offence or defence.” Consequently, such acts of violence are expressly forbidden whether they are intended to be offensive and pro-active, as is the case here, or defensive and reactive. This foundational international agreement clearly and expressly forbids the destruction of civilian property, even if military targets are likely to be neutralized in the process. Army Regulations reinforce this necessity of lawfully following the Law of Armed Conflict. Paragraph 2 of FM 27-10 states that the LOAC is “inspired by the desire to diminish the evils of war” and this is accomplished, in part, by “protecting…noncombatants from unnecessary suffering.” This same Field Manual also states that Soldiers of all ranks “must take all reasonable steps to ensure that the objectives are identified as military objectives” so that “these objectives may be attacked without probable losses in lives and damage to property disproportionate to the military advantage gained.” Therefore, even when “military necessity” may appear to dictate the urgency of indiscriminate destruction, considerations for civilian populations and property must not be disregarded or overlooked. This is not only a moral obligation of Army officers and Soldiers which is in line with Army Values, but it is also unequivocally a legal obligation. Thus, it is not only a bad idea and strategy to follow the recommendation of the chief of staff, but to do so would demonstrate a blatant disregard for and neglect of those foundational principles which govern and guide the Law of Armed Conflict. PEOPLE’S REPUBLIC OF CHINA
A COUNTRY STUDY CH (CPT) JUSTIN DUBOSE DL C4 (H-RC) FY16 CLASS 412 August 22, 2017 This paper is a country study of the People’s Republic of China. The purpose of this paper is to apply cultural variables and methodologies to the Military Operational Area of China. The following data has been collected from The CIA World Factbook on China. This information can be accessed on the world wide web at https://www.cia.gov/library/publications/the-world-factbook/geos/ch.html. China is located in Eastern Asia and occupies an area slightly smaller than the United States. As the country is so geographically large, the climate is extremely diverse, ranging from tropical in the south to subarctic in the north. The terrain is also quite varied with mountains and hills in certain areas and deserts, plains, and deltas in other areas. The land is rich with natural resources and the majority of land is utilized for agriculture. China borders 14 other countries and shares regional borders with the nations of Hong Kong and Macau. In terms of geography, China is the fourth largest nation in the world behind Russia, Canada, and the United States. It is also noteworthy that Mount Everest, the tallest peak in the world, lies on the border of China and Nepal. Though China is the fourth largest nation geographically, its population of 1,373,541,278 is the largest of any nation in the world. Though the Chinese government officially recognizes 56 different ethnic groups within China, all are grouped under the ethnicity of Chinese. Though the country is officially Atheist as of 2010, 18% of the population identifies as Buddhist and another 5% identify as Christian. The median age is 37.1 years, and it is noteworthy that the population growth rate is only 0.43% as there are only 12.4 births/1,000 population. An overwhelming majority of the population is located in the eastern part of the country, and the average lifespan is 75.5 years. Additionally, the literacy rate across the country is 96.4% for those age 15 and over. China, officially named the People’s Republic of China, is a communist state whose capital is Beijing. China is comprised of 23 administrative divisions known as provinces and 4 municipalities. The nation was officially established as the People’s Republic of China on 1 October 1949, though the country was unified under the Qin Dynasty as early as 221 B.C. The legal system is a combination of civil law influenced by Soviet and continental European law systems. All citizens must be at least 18 years old to vote. Since 14 March 2013, China’s President has been XI Jinping and the Vice President has been LI Yuanchao. The Premier, or the head of the Chinese government, is LI Keqiang. As a communist state, China has only one recognized political party: the Chinese Communist Party. While there exist 8 nominally independent smaller parties, they are each controlled by the Chinese Communist Party. China’s presence has increased economically since the 1970’s as they have shifted from a closed, centrally-planned system to a market-oriented system. Since 1978, China’s GDP has increased more than tenfold. Though China’s per capita income is below the world average, they boast the largest economy in the world since 2014, the world’s largest exporter since 2010, and the world’s largest trading nation since 2013. China’s GDP as of 2016 is a staggering $21.14 trillion while their per capita income is a dismal $14,000. China is the world’s largest exporter of agriculture and the world’s largest exporter of industrial output in terms of gross value. Their unemployment rate is 4% and they currently (as of 2016) operate on a budget deficit of -3%. China’s national currency is the Renminbi yuan (RMB) which, as of 2016, has an exchange rate of 6.626 RMB per US dollar. China has a strong infrastructure. 99.9% of the population has access to electricity and both their electrical production and consumption are the highest in the world. Additionally, their communications infrastructure supports both the largest fixed line telephone subscriptions as well as mobile cellular telephone subscriptions in the world. There are also almost 688 million internet users in the country, which is also more than any other country in the world. China’s transportation infrastructure is equally extensive. The country boasts 2,890 registered aircraft which transport more than 436 million passengers annually. There are 507 airports in the country as well as 47 heliports. China also has 124,000 kilometers of railway in addition to 4,577,300 kilometers of roadways. Seven of the ten largest container ports in the world are located in China. China’s military spending is less than 2% of their GDP, a figure that has been consistent for several years. China’s military forces comprise the People’s Liberation Army (PLA). The PLA consists of Army, Navy, Air Force, airborne forces, strategic missile forces, as well as space and cyber forces. In addition to these Active Duty forces, the PLA also has a Reserve Force. China has a 2-year selective service obligation for all citizens ages 18-24. Recently, legislation was passed which allowed women in combat roles as well as serving as warship commanders. China has the largest military force in the world with 2.3 million active troops serving in the PLA in addition to the Reserve Force. The largest and ongoing transnational issue in China is regarding the Kashmir lands that Pakistan ceded to China in 1964. India, a neighboring country, does not recognize this action by Pakistan and, consequently, tensions continue to persist. China has executed some confidence-building measures in conjunction with their continuing talks, but the issue continues presently. China also has land disputes with Taiwan over the Paracel Islands and the Senkaku Islands, each of which are claimed by both China and Taiwan. China also has presently state-sponsored forced labor and faces a wide-spread and ongoing trafficking problem. China’s government is making strides to combat this trafficking problem. China also has a huge problem with illegal and illicit drugs in the country. China serves as a major trans-shipment point for heroin produced in the Golden Triangle region of Southeast Asia. China is believed to have convicted and executed more people for drug offenses than any other country in the world. Research Theories and Methods for the Implementation of Capacity Planning
OLB 7002, Assignment 2 DuBose, Justin Z. Dr. Michael J. Kranzusch 20 August 2017 EXECUTIVE SUMMARY This paper is an analysis of the usefulness and effectiveness of SWOT analysis on capacity planning for organizations. Various theories and methodologies are discussed as well as their translating into organizational process goals. These theories and methodologies are then applied to the organization of Columbus Christian Academy in Whiteville, North Carolina. Organizational strengths, weaknesses, opportunities, and threats are discussed and the feasibility of immediate adjustments being made. The paper concludes with a SWOT analysis of current capabilities and aligning these capabilities to future organizational goals. Theories and Methods of Capacity Planning Every organization has a consistently pressing need to self-evaluate for the sake of efficiency and effectiveness. Regardless of any particular field of which the organization is included, this need to conduct both internal investigations and external comparisons will never dissipate due to the nature of competition in the business and not-for-profit sector. Therefore, organizations must constantly conduct what is known as “capacity planning” to evaluate their current capacity while considering present and future goals. In doing so, current resources can be aligned to meet organizational goals and organization efficiency can be greatly enhanced in the process. While there exist multiple theories of capacity planning, the goal for each planning process is the same: increased efficiency and better alignment of resources to meet future goals. Nested within organizational capacity planning is the implementation of a SWOT analysis. A SWOT analysis is commonly used to examine an organization’s “Strengths, Weaknesses, Opportunities, and Threats” (Brooks, 2014). As Brooks noted, “SWOT can be helpful and useful in setting short-term and long-terms goals and aligning organizational resources to aim at these goals” (Brooks, 2014). A SWOT analysis encompasses both internal (Strengths and Weaknesses) as well as external (Opportunities and Threats) analysis and reveals much about the current standing of the organization (Coman & Ronen, 2009). Multiple theories exist of how to analyze each of elements. The Five Forces Model of Competition (Porter, 1991) evaluates industry trends and external threats in the form of competition. The Driving Forces Model (Thompson, et al, 2012) looks at the external forces which are driving the industry and bringing about industry-wide change. Each of these are effective and provide substantive theory and methodology for conducting a SWOT analysis. How SWOT Improves Capacity In conducting a GAP analysis for Columbus Christian Academy, certain key organizational strengths and weaknesses emerged. It was discovered, for example, that from the capacity dimension of human resources and organizational resources (Bourgeois, 2014), our Academy is operating at a very healthy capacity level. Our staff-to-student ratio of 1:12, our current campus size of 30 acres, and our operating budget of approximately $500,000 are all signs of healthy organizational capacity. However, it was in our areas of learning benefits and evaluation planning (Bourgeois, 2014) that we discovered the greatest gaps. This was evidently primarily in our organizational areas of faculty certification, continuing education, and staff evaluations. Each of these areas were identified as weaknesses. No initial examination was undertaken of external factors. Establishing Capacity Goals In just examining Strengths and Weaknesses of Columbus Christian Academy, it was determined that faculty evaluations and broader course offerings were an area in which organizational capacity could see immediate improvement. Furthermore, a SWOT analysis reinforced the need for broader course offerings as other area schools were increasingly offering a broader selection of course offerings to students. This lack of a wide selection of course offerings was also a reason multiple school families cited for leaving Columbus Christian Academy in exit interviews. Therefore, a strategic decision was made “based on both a thorough analysis and the integration of various internal and external considerations” to immediately address this organizational weakness and threat (Blackwell, 2014). As for the other areas of faculty certification and continuing education, it was determined through the GAP and SWOT analysis that, while these were areas identified as weaknesses and threats, they required more resources to be immediately addressed than were presently available. However, in planning organizational process goals, it was concluded that these areas would strategically be addressed over a longer period of time. As SWOT analysis is designed to create both short and long-term organizations goals and recommendations (Brooks, 2014), these particular weaknesses were identified as long-term process goals to increase organizational capacity. SWOT Analysis for Columbus Christian Academy 20 August 2017 STRENGTHS 1. Our current staff-to-student ratio of 1:12 is the lowest ratio in the county. 2. Our 30-acre campus is the largest physical campus in the county. 3. As a private school, we have greater flexibility over curriculum and course offerings than any other school. WEAKNESSES 1. Our current percentage of certified faculty (10%) is the lowest in the county. 2. Limited course offerings 3. We currently have no institutional faculty evaluation process. OPPORTUNITIES 1. Our athletic program has tremendous potential with good coaches and resources and should be invested in. 2. Our policy manual and employee handbook can be revised to align with organizational goals and vision. 3. The implementation of an institutional faculty evaluation process will encourage professional development. THREATS 1. Area schools with 100% certified faculty threaten our enrollment due to academic concerns. 2. Our limited course offerings limit the types of students attracted to our school. 3. Our large 30 acre campus creates additional security concerns and makes us more vulnerable to attacks. References Blackwell, R. & Eppler, D. (2014). " An Approach to Strategic Situation Analysis: Using Models as Analytical Tools ". The Journal of Global Business Management, 10(1), 80-86. Retrieved August 20, 2017. Bourgeois, I., Whynot, J., & Theriault, E. (2015). "Application of an organizational evaluation capacity self-assessment instrument to different organizations: Similarities and lessons learned". Evaluation and Program Planning, 50(1), 47-55. Retrieved August 20, 2017. Brooks, G., Heffner, A., & Henderson, D. (2014). “A SWOT Analysis Of Competitive Knowledge From Social Media For A Small Start-Up Business”. Review of Business Information Systems, 18(1), 23-34. Retrieved August 20, 2017. Coman, A., & Ronen, B. (2009). “Focused SWOT: Diagnosing critical strengths and weaknesses”. International Journal of Production Research, 47(20), 5677-5689. Porter, M. E. (1991). “Towards a dynamic theory of strategy”. Strategic Management Journal, 12, 95-117. Thompson, A. A., Peteraf, M. A., Gamble, J. E., & Strickland, A. J. (2012). Crafting and executing strategy: The quest for competitive advantage. New York: McGraw-Hill/Irwin. ADVANCED SACRED COMMUNICATION
AN ESSAY CH (CPT) JUSTIN DUBOSE DL C4 (H-RC) FY16 CLASS 412 August 17, 2017 Army doctrine mandates that Chaplains serve in a supervisory capacity, even if traveling over distances is required. Section 1-10 of FM 1-05 states that Chaplains are tasked with “supervising and synchronizing the religious support operations of multiple subordinate chaplains and chaplain assistants across the larger area of operations”. Consequently, a plan for pastoral supervision is required even if funding is restricted. Furthermore, such pastoral supervision by the Chaplain is a necessary part of leadership and professional development. Such development benefits both the individual and the United States Army as an institution. Pastoral supervision is important, in large part, because it provides “a space in which…wellbeing, growth and development are taken seriously” and because it provides a “realistic point of accountability” between supervisor and supervisee. Reaching out to our Reserve Component Chaplains will be a challenge, but it is both required and beneficial. This implies that certain strategies will be employed which were not in place with previous Chaplains, namely CH Douxnought. Traveling for the purpose of pastoral supervision must become an integrated function of this position. Therefore, this plan will address the issues of advising and supervising downtrace Unit Ministry Teams (UMT) for worship planning and the submission of ministry plans. Supervision in this context requires creativity and ingenuity. Fortunately, we live in a world saturated with technology, which can augment this supervision. Studies have already been conducted which have concluded that technology can be employed in the area of communication and serve as a viable opportunity for supervision. With this in mind, support and supervision can occur by employing monthly teleconferences with various UMT’s as well as e-mailing necessary reports and providing feedback based upon the report data. These reports would provide much of the personal supervision that would occur through quarterly meetings which would take place in person. During these personal meetings, time would be allotted for observing chapel services and giving direct and immediate feedback. This feedback would be tailored at not only maintaining accountability, but also at the growth and development which is necessary for effective supervision. During these quarterly meetings, resources would be provided to these downtrace UMT’s which would further supplement the professional development of those involved. With this solution, the objective of supervision and development are met while staying within our restricted budgetary parameters. The Chaplain Corps provides another distinct benefit that fits into the Commander’s vision for ministry. While I may be the supervisory Chaplain for our downtrace units, there are assuredly other Chaplains who are closer geographically to our Army Reserve UMT’s. It is possible that those Chaplains would be willing to provide some additional mentoring on specifics like preaching. These Chaplains could supplement the presence of the Brigade Chaplain and contribute to the development of our own UMT’s. Important to this discussion is the element of vision. The Commander’s vision for their UMT’s is designed at contributing significantly to the overall mission of the unit. The UMT can act as a “force multiplier” of sorts and make our Soldiers more effective and efficient in completing their individual tasks. With this in mind, it is even more imperative than quality supervision take place. As the leaders are developed and strengthened, the units in which they serve are developed and strengthened as well. To ensure quality supervision which is aligned to the overall view of the Commander, a “supervision covenant” would be created, which would be approved by the Commander. This is important because, as one author observed, “experience suggests that often when supervision relationships break down or cease to serve a useful purpose, it is because expectations have not been clarified and no provision has been made for review.” This covenant would ensure that not only are expectations clarified and proper provision has been made for review, but the UMT’s across all levels are contributing to the mission of the unit that aligns with the vision of the Commander. One of CH Douxnought’s greatest contributions to the unit, and which endeared him to the Commander and Soldiers alike, was his ensuring that Soldiers were cared for in areas like counseling and having Chaplain’s visibly and readily available to provide the needed ministry. With this method of supervision, not only are those important objectives being met, but they are being coupled with personal and professional development of those providing the ministerial care. This produces not only an immediate, short-term benefit but also, and more importantly, a long-term benefit of continually improving levels of care. With this system of supervision in place, we are ensuring that present Soldiers are cared for and present UMT’s are deepening in their understanding and proficiency of ministry. We are also laying a foundation which can be built upon where future Soldiers are cared for even better than present Soldiers as the quality of ministry providers improves. Likewise, the current vision and mission are significantly contributed to by the UMT’s and the mission and vision of future Commander’s will be increasingly contributed to as continual development occur. BIBLIOGRAPHY Headquarters, Department of the Army. FM 1-05: Religious Support. Washington, D.C, 2012. Jane Leach & Michael Patterson, Pastoral Supervision: A Handbook (London: SCM Press, 2010), https://books.google.com/books?hl=en&lr=&id=Y2jpkc--fNUC&oi=fnd&pg=PR9&dq=ministry+supervision+of+worship&ots=TlCO7bYgtf&sig=_0zo2ExeVBKxg4OkX_cHn0M9KU0#v=onepage&q=ministry%20supervision%20of%20worship&f=false M.L. Mackenzie “Manager communication and workplace trust: Understanding manager and employee perceptions in the e-world” International Journal of Information Management (2010), Vol. 30, pgs. 529-541. SACRED COMMUNICATION
A MANUSCRIPT FROM 1 JOHN 1:1-4 CH (CPT) JUSTIN DUBOSE DL C4 (H-RC) FY16 CLASS 412 August 16, 2017 Let’s begin our time together by reading the opening text of this powerful letter: “That which was from the beginning, which we have heard, which we have seen with our eyes, which we have looked at and our hands have touched-this we proclaim concerning the Word of life. The life appeared; we have seen it and testify to it, and we proclaim to you the eternal life, which was with the Father and has appeared to us. We proclaim to you what we have seen and heard, so that you also may have fellowship with us. And our fellowship is with the Father and with his Son, Jesus Christ. We write this to make our joy complete.” The natural question that emerges when beginning to read a letter is, “To whom is this letter addressed”? This book of 1 John provides us with no introduction to the author of the letter, nor an introduction to the recipient. Therefore, the answer to our initial question remains unanswered. Scholars will generally rest their inquiries with the answer of “Christians in general”. The apostle John is the author – and how do we know this to be true? There is no introduction of the speaker, as we have established. Nowhere in the letter does the author reveal himself, either by description or name. Let this discussion commence with the understanding that the content of the letter is the scale by which this epistle is to be judged. In this regard, authorship, while not directly revealed to us, is incapable of taking away from the contents of the letter. However, there are internal evidences that can help us narrow our discussion by determining who the author is most certainly not. As we get into examining these few verses together, I want you to pay attention to what John is saying to us. In these verses, he is contrasting joy to happiness. He is contending that since Christ came, and we can know Him, that we can have joy which sustains through even unhappy circumstances. Have you ever been through “hard times”? Perhaps you are in the middle of them now, even as we speak. We all can identify with this concept, and so we can all learn from John here. Pay attention as we go through these verses to the joy that Christ offers us, and I pray it will secure your heart this morning. V.1 – The opening verse of this letter is eerily similar to the opening of the Gospel of John. (John 1:1;14 - In the beginning was the Word, and the Word was with God, and the Word was God…The Word became flesh and made his dwelling among us. We have seen his glory, the glory of the one and only Son, who came from the Father, full of grace and truth.) The author of this book is clearly someone who was present while Christ was on Earth in human form. Not only this, but the author was someone who saw Jesus, heard Jesus, and touched Jesus. This person had no ordinary relationship with the Savior – they were familiar with Him on a much more personal level than the average Israelite. Additionally, note the reference John makes in this verse to “the Word” as being something that was “from the beginning” and being the source of life – his words being “the Word of life”. Other similarities exist throughout the letter that parallel the Gospel of John – the tone of apostolic authority, stylistic similarities, vocabulary and theological emphasis. There is certainly nothing present which would cast doubt upon the authorship of John. In fact, one really has to work harder to attempt not to grant authorship to John. V.2 – In this verse, John really builds upon his foundation in verse one. He states that “the life”, which was from the beginning, and is the Word of life, appeared. This, in and of itself, is certainly a statement worth noting. John says that the eternally existent God, who is the source of all life, appeared to men. Now, imagine if you are reading this letter and had no awareness of such knowledge. How striking! How overwhelming! The ever-existing God appeared to men? This is the uniqueness of our religion: that God loves men enough to become one and dwell among them and with them. This is certainly corroborated elsewhere in Scripture – most notably in Philippians 2. Speaking of Jesus, we read in verses seven and eight that “he made himself nothing by taking the very nature of a servant, being made in human likeness. And being found in appearance as a man, he humbled himself by becoming obedient to death— even death on a cross!” No matter how familiar you are with this knowledge, no matter how many times you have read this verse, no matter how many different times and places you hear it, do not let yourself lose that “child-like” astonishment at such knowledge. However, don’t let mere astonishment be the final destination of such knowledge either. John says that he “testifies to it” and that he “proclaims the eternal life” which has appeared to man. May I suggest to you that the greatest catalyst in taking someone from ambivalence to testifying and proclaiming is that child-like astonishment? If you remember, in Matthew 18, the disciples are arguing about who among them is the best. I can almost see and hear them now listing their own pedigrees, ranking their own accomplishments, and downplaying those of their competitors. When frustration boils over, they take their cases to the Judge – they go to Jesus. “Who is the greatest in the Kingdom of Heaven?”, they ask. Jesus then pulls a little child amongst them and says, "Truly I tell you, unless you change and become like little children, you will never enter the kingdom of heaven. Therefore, whoever takes the lowly position of this child is the greatest in the kingdom of heaven.” Child-like astonishment is often laughed at. It’s “cute” when an adult acts like a child – not exactly respectable. My most vivid memory of child-like astonishment comes from Lanae when I was trying to unlock the doors here at church one evening. She and I walked up to the door, and I pulled on it, fully expecting it to open. It didn’t. For whatever reason, I was a little perturbed and Lanae said, “Daddy, let’s pray that God will open the door.” I let Lanae do the praying while I fumbled for my keys. Right about the time I found them, inserted them in the keyhole, unlocked and opened the door, Lanae opened her eyes. “Daddy!” she said, “God opened the door for us!” I was instantly humbled. V.3 – This astonishment compels us to proclaim, but to what end? Do we have an ultimate purpose in our testifying and proclaiming, or is the testifying and proclaiming the purpose itself of us being the possessors of such knowledge? One claim that we can make with certainty is that the proclamation itself does not take place without the “seeing” and “hearing” that John talks about. John himself proclaims what he has “seen and heard.” So the logical question that follows for the reader to ask themselves is this: what have I seen and what have I heard? Is it Jesus? As Christians we are called to “go and make disciples,” as Jesus Himself commands in Matthew 28:19-20. This mandate presupposes a proclamation of the Gospel by the “goer and maker.” So then, what are we proclaiming? I ask again: is it Jesus? How do you know? Have you “seen and heard” from Jesus lately? Obviously, this will not be in the same physical sense that John saw and heard Christ. But Jesus, before His ascension, tells His followers in John 16:10, “I am going to the Father, where you can see Me no longer.” But, just a bit later, in verse thirteen, He says that the Holy Spirit will come, and that He will “speak.” He will “tell you what is yet to come.” Also, in John 14:26, Jesus tells these same followers, of whom John is one, that the Holy Spirit will “teach” them “all things.” So, though it is not in the same physical sense that John himself would have seen and heard Jesus, we can see still see and hear the Holy Spirit at work in our own lives, which, again, presupposes our proclaiming of that which we see and hear. Let us return to the original question and try and answer it: do we have an ultimate purpose in our testifying and proclaiming, or is the testifying and proclaiming the purpose itself for our being the possessors of such knowledge? John seems to tell us that there is a larger purpose in our proclaiming of the gospel message: it is to bring others into fellowship; and that fellowship is with the Father and His Son, Jesus Christ. Let us first never forget the child-like astonishment that we should have at this knowledge, and second the relationship aspect of seeing and hearing what the Lord – through His Word and the Holy Spirit – has to say to us, and third the proclaiming of that which we see and hear, and finally, the purpose of all of it: bringing others into fellowship with us through the Father and His Son, Jesus Christ. V.4 – John says that those things which he just wrote “make [his] joy complete”. This brings us to an interesting concept: what makes our joy complete? Is it this gospel message that John writes about, or is it something else? David Guzik makes an interesting distinction between fullness of joy and fullness of happiness. He says, “this joy is an abiding sense of optimism and cheerfulness based on God, as opposed to happiness, which is a sense of optimism and cheerfulness based on circumstances.” I would add to that that one is either looking to God or circumstances, not both, and that fullness of happiness is less than a “quarter of a tank” of joy. How often do we experience fullness of happiness? I would contend that we can experience fullness of happiness quite often. When dating, fullness of happiness seems to always be there, and, when it is absent, one seems to be completely empty of happiness. I can remember many basketball games where I had fullness of happiness one minute – hitting a big shot, making a great pass, coming up with a big defensive play – and then complete emptiness the next. All it would take was for the other team to do to my team exactly what I just did to their team, and my happiness was completely gone. With happiness, circumstances, which are among the most unreliable of foundations, dictate emotional fullness or emptiness. Let us contrast that with fullness of joy, which John speaks often about. Fullness of joy, because it is founded in the God of the Gospels, transcends circumstances. This is not to say that it will not be assaulted by circumstances – for we are fallen human, fleshly beings living in a fallen, human, fleshly world. Circumstances will constantly assault our joy in the Lord, but, praise the Lord, they cannot remove it unless we let them. The best biblical examples of this principle can be found in Job and David. One could certainly say that during his trials Job was completely void of happiness. One need not read any farther than the third chapter of Job to discover this. This entire chapter is a lamentation of Job about his life and circumstances. And yet, in all of his sorrows, in all of his suffering, He never cursed God. For he knew the God whom He served, and He knew of His attributes. He certainly cursed His circumstances, and his circumstances certainly assaulted his joy, but he understood that God transcended all of that. This is why he could say, in the middle of his intense suffering, “To God belongs wisdom and power; counsel and understanding are His” (Job 12:13). David is much the same as Job. Throughout the Psalms, you find David cursing his circumstances, and yet finding joy in knowing the Lord. So, now let us revisit our initial question: what makes our joy complete? Do we find our joy in the words of Scripture? Do we rest our joy in the Gospel message? Is the completion of our joy found in God alone? If not, I would encourage you to examine the circumstances of your life and ask the Lord to help you find your joy in Him. Just because you are a Christian does not guarantee this fullness of joy, and, you can meet many Christians who seem to have little joy or none at all, and this is a very tragic thing. For, you see, this gospel message brings great joy to the hearer and believer and, if any person in the world is to be filled with joy, it ought to be the Christian. Let us put together all that we have built up so far in studying these four verses, but let’s work our way backwards. The first is that Christians ought to be full of joy all the time. The reason this is the case is because we have and we know the Gospel message that John himself had. When we know the God of the Gospels we are free from relying on things as fluctuating as our own circumstances for the completion of our happiness. When we know the God of the Gospels, we can transcend mere happiness and move into the realm of joy. We can find not just joy in our Lord, but the complete fullness of joy that is available to mankind from God the Father. Shortly after writing this letter, John himself would have a Job-like and David-like experience. He would be boiled alive in oil, but would survive. He was then exiled to the island of Patmos, in about AD 95, where he authored the book of Revelation. It is evident from his writing in Revelation that John, who could easily have been empty of happiness, never lost his joy in the Lord. What a great example for us. How do others know that we are filled with joy as a result of our relationship with the Lord? One way that they can know is from our proclaiming to them the goodness of God and the relationship we have with Him. In my apologetics class, I was often reminded by my professor that being a “smart” Christian would convert no one. Being a faithful witness, however, and telling of what the Lord had done for me personally, and living in such a way that others could see this relationship, could be used greatly by the Lord in bringing others into fellowship with Him. It should be our joy that drives us to proclaim the Gospel message of Jesus Christ, and this joyful proclamation, coupled with a joyful Christian lifestyle, is what will bring others into fellowship with us in the Lord, which is itself why we proclaim the message of Christ. This proclaiming of Christ and the living out a Christian lifestyle is maintained only by our relationship with the Lord. As was true for John, and is true for everyone, we can only proclaim that which he have seen and heard. If you have not seen or heard from the Lord lately, you will only be proclaiming either that which someone else saw or heard, or that which you saw and heard a long time ago. In either case, these proclamations are about effective as trying to fight a twenty-first century war with eighteenth century weapons. So what is it that keeps us going back to the Lord for a deeper and deeper relationship with Him? There are many things, but one of the most effective, I think, is the child-like astonishment we have at the Lord. It is much the same principle as those who follow great athletes. I can remember when I was younger and the most exciting thing in my life was watching Michael Jordan play basketball. Why was this? It was because he never failed to amaze me and leave me in utter astonishment. It was my child-like astonishment at his play that made me unable to turn of the T.V. So it is in our relationship with the Lord. The more we learn of Him, from the basics of the Gospel message onward, the more we want to learn. So, now, we get to the “So, what?” part of the message. All of this is good and well, you say, but why do I care? What difference does any of this make in my own life? Well, the first thing is that as Christians we are called, we are mandated, we are ordered by the Lord to proclaim His message to the world around us. And while the proclaiming itself is of great importance, it is also of equally great importance how we proclaim that message. Do we proclaim it while being void of joy? Do we proclaim it while being full of happiness – placing emphasis on things rather than God? Or, do we proclaim this message with complete joy in our hearts and minds, knowing that we know the Lord and have seen and heard from Him lately and regularly. There is never a better time than the present to do some self-analysis and ask yourself if a) you have been proclaiming, in life and word, the Gospel of Christ and b) the status of your heart when you are proclaiming that message. A few list of questions to ask yourself this week: 1) What is the current status of my relationship with the Lord and do I approach him with child-like amazement? 2) Is my spirit more joyful in the Lord and my relationship with Him or “more happy” in my things and circumstances and my relationship with them? 3) Which of these elements – joy or happiness – is most evident to me and others around me? 4) Do I find complete joy in the Lord? 5) Does that joy sustain me through difficult circumstances? Can you imagine the difference in our lives if we lived them with complete joyfulness in the Lord? Can you imagine how much less of a “big deal” everything would seem to be? If we can reach this point in our walk with the Lord, we would have such a powerful witness, that there would be, I think, no limitations to what the Lord could do with us. Let’s ask the Lord tonight to help us find our joy in Him, and use that joy to bring others into fellowship with Him. CHAPLAIN’S ROLE AS NON-COMBATANT
AN ESSAY CH (CPT) JUSTIN DUBOSE DL C4 (H-RC) FY16 CLASS 412 August 16, 2017 The military is a profession of arms and, thus, those employed are servicemen and women who take up arms in service of their country. However, not all employed in this profession of arms are combatants. The role of the Chaplain is paradoxical in that, though they are employed by the military, they serve exclusively as non-combatants. Section 3-1f of AR 165-1 states that, “Chaplains will not bear arms in combat or in unit combat skills training. Chaplains function as protected personnel under the Geneva Convention and are noncombatants as a matter of Army policy (see FM 27–10).” This policy is reinforced in section 1-25 of FM 1-05 when it says, “At no time shall chaplains compromise their noncombatant status provided to them by the Law of War”. At no point in their service to both God and country do they take up arms either with their fellow servicemembers or against any enemy. While this presents certain challenges, it also provides unparalleled benefits and consequences for those serving in this unique role. As a non-combatant, the Chaplain has a unique opportunity and consequence to not just proclaim faith verbally, but to demonstrate it practically. The identity of the Chaplain as a non-combatant places likely places them in combat scenarios with no immediate means of self-defense. Some, like Pauletta Otis, try and separate a non-combatant status from the physical touching of weapons. In referencing the Geneva Protocols of 1977, she says that “the Protocols do not specifically state whether chaplains may bear arms but they do stipulate that chaplains are “noncombatants.” However, not only is that issue specifically addressed in AR 165-1, but it is also clearly compromising noncombatant status to bear arms, which violates FM 1-05. By virtue of this non-combatant status, though, Chaplains have a unique opportunity to “practice what they preach” in a very real and powerful way. Willingly marching beside someone into combat as a non-combatant poignantly communicates to them the reality and presence of true faith, which only enhances the ministry of the Chaplain. Another consequence of the non-combatant role of the Chaplain is that it places them in a unique role to advise on spiritual issues which affect psychological, emotional, and mental capabilities, which can often be more important than physical issues. Every Soldier seeks to maximize their unique contribution to the mission, and the Chaplain’s most valuable contribution is often as pastor and spiritual advisor. The importance of this distinct contribution is often overlooked. In dealing with “moral injury”, one author points out that “there may also be wounds affecting the ‘soul’ that are far more difficult to heal—if at all”. These “soul wounds” are in desperate and immediate need of care, and the presence and ministry of the Chaplain as a non-combatant preserves and maximizes this contribution. Similarly, another consequence of Chaplain as non-combatant provides a platform to contribute to the mission of the unit as a religious advisor. As a non-combatant, the Chaplain can function as not only a religious advisor to the Commander, but it also legitimizes his role as religious liaison in the outside community. When required, the Chaplain can interact with the local religious leaders and personnel on a level of trust which the non-combatant status upholds. This particular function far outdates the United States Army. “Biblical records show that the Israelites took their religious advisors into battle with them; the same was true for the Romans.” This contribution is so integral to the non-combatant role of the Chaplain that it is codified in various Army Regulations. For example, Paragraph 9-10c and 9-11 in AR 165-1 specifically outlines one of the roles of the Chaplain as the advisor to the Commander in such matters. This key role and unique contribution of the Chaplain is effective because of their noncombatant status and, to remove such a status, would greatly diminish their value. One poignant example which perfectly encapsulates these sentiments comes from a television episode where a Chaplain saves the lives of two men by jumping onto a grenade that had been tossed into their bunker. While one man interprets those actions as foolish, the other replies, “He’s not a fool, he’s a Chaplain!” Such emotions and sentiments have been stirred as a direct result of this Chaplain’s heroism and compassion, which are only magnified in light of his status as a non-combatant going to war with his Soldiers. Our status as non-combatants upholds this glorious reputation, and permits us to have an indelible impact on our Soldiers, just as this Chaplain did for his men. BIBLIOGRAPHY Headquarters, Department of the Army. AR 165-1: Army Chaplain Corps Activities. Washington, D.C, 2015. Headquarters, Department of the Army. FM 1-05: Religious Support. Washington, D.C, 2012. Pauletta Otis “An Overview of the U.S. Military Chaplaincy: A Ministry of Presence and Practice” Review of Faith & International Affairs (Winter 2009), Vol. 7, No. 4 Lindsay B. Carey, Timothy J. Hodgson, Lillian Krikheli, Rachel Y. Soh, Annie-Rose Armour, Taranjeet K. Singh, Cassandra G. Impiombato “Moral Injury, Spiritual Care and the Role of Chaplains: An Exploratory Scoping Review of Literature & Resources” J Relig Health (2016), Vol. 55 Rachel L. Seddon, Edgar Jones, Neil Greenberg “The Role of Chaplains in Maintaining the Psychological Health of Military Personnel: An Historical and Contemporary Perspective” Military Medicine (2011), Vol. 176 MILITARY ETHICS AND THE CHAPLAIN
AN ESSAY CH (CPT) JUSTIN DUBOSE DL C4 (H-RC) FY16 CLASS 412 August 16, 2017 War and conflict have been issues for as long as man has existed on this planet. The biblical account of creation, in the book of Genesis, reveals to us that not only did war between God and man occur within the first generation, but physical conflict – that is, murder – occurred within just two generations. It cannot be contested that war is a reality, and one which will never cease to exist as long as mankind inhabits the Earth. Man will war against God, man will war against man; tribe will war against tribe; nation will war against nation. Indeed, as the Cold War so pointedly illustrates, even idea will war against idea. How are we to respond to this issue? One major response came from the likes of Christian thinkers such as Augustine and Thomas Aquinas in what came to be known as the “Just War Theory”. This theory provides a criterion by which both man and state can either justify or fail to justify a war based upon whether the motivations for war meet certain criteria. As military Chaplains are employed by the state itself, and yet remain as ordained clergy within a religious faith, they occupy a unique place – both professionally and theologically – to speak to the issue of “Just War Theory”. As a part of their “dual functionality” as both Soldier and shepherd, Chaplains must wrestle with this issue and convey the results of such theological wrestling to their commanders as well as their Soldiers. One of the key theological paradoxes within this Just War Theory is that Jesus Christ is clearly an advocate of peace. He did, after all, advise His followers to “turn the other cheek” when they are struck (Matthew 5:39) by an adversary. He was, after all, silent before His accusers and did not open His mouth (Isaiah 53:7) even though He could have deployed “legions of angels” (Matthew 26:53) to dispatch His accusers. Clearly, in an ideal state, peace and forgiveness would reign forevermore and war would be but a painful memory, at best. However, as Michael Walzer notes, “realism is the issue”. Fortunately for us, Jesus Christ was a realist. Though He was willingly peaceful, like an innocent lamb before His shearers, He understood and spoke to the realities of human existence. As He was Himself the victim of a war in which He was a non-combatant, He looked lovingly on His accusers and pronounced forgiveness over them in their ignorance (Luke 23:34). Christ acknowledged the reality and agony of war, but clearly emphasized peace and forgiveness as not only the objective, but also as the most necessary and powerful presence in the thickest of combat. Historians have noted that even before our nation formally existed, early colonists “laid out a rationale for self-defense consistent with classical just war theory.” Just War Theory has been examined and employed in every war since the founding of our nation, and continues to be so presently. In his article on Just War Theory, Welzer notes the practical reason supporting this fact when he writes that the Just War Theory “made war possible in a world where war was, sometimes, necessary.” The ugly reality and necessity of war will always clash with the ideals and virtues of peace and forgiveness, and thus the uniquely theological voice of the Chaplain will always be relevant and necessary to Commander and Soldier. In a practical sense, the Chaplain’s voice becomes most impactful in the area of ethical decision-making. Their role as an advisor to the Commander on such issues profoundly shapes the ethical standard set by the Commander, which directly impacts decision-making. ADRP 6-22 unequivocally ties the organizational leader as the champion of an objective ethical standard which is to be maintained by those within the organization. In section 7-23, which deals with ethics and climate, we see that “a leader is the ethical standard-bearer for the organization, responsible for building an ethical climate that demands and rewards behavior consistent with the Army Values.” As a Chaplain, one of the most pivotal roles that we play is as a theological advocate for ethical decision-making by the Commander which impacts every Soldier in our unit. The realities of war will be forever present in a profession of arms and, since those realities exist, the demand for theological thinking and ethical decision-making will persist. AR 165-1 makes this abundantly clear when it reads, in Section 9-10a, that right morals and ethical decision-making deeply affect “service, command climate, unit readiness, and cohesion.” The importance and impact of decision-making on Soldiers cannot possibly be overstated, especially given the ever-present reality of war. As nations continue to war, they will continue to employ and train Soldiers to be their warriors. As these warriors valiantly perform their duties, it is imperative that the Chaplain provide not only a clear theological voice for the individual, but an equally clear ethical voice and presence which impacts the Commander and the decision that he or she must make. Dr. Paul Robinson, in his article on the development of ethics in the military, stated that “Moral leadership is a vital supplement to formal ethics training.” The maximum possible amount of training will not necessarily translate to an ethical Soldier, or to ethical decision-making by the command. However, as the Chaplin continues to personally exert moral leadership and embody ethical decision-making, he or she can influence the Commander to themselves develop moral leadership. In our profession of arms, this is perhaps the most important role than any individual can play, and one which can have profoundly positive or negative ramifications depending on its employment. BIBLIOGRAPHY Headquarters, Department of the Army. ADRP 6-22: Army Leadership. Washington, D.C, 2012. Michael Walzer “The Triumph of Just War Theory (and the Dangers of Success)” Social Research (Winter 2002), Vol. 69, No. 4 Dr. Paul Robinson, “Ethics Training and Development in the Military” Parameters (Spring 2007), http://ssi.armywarcollege.edu/pubs/parameters/Articles/07spring/robinson.htm Michael Walzer, Just and Unjust Wars: A Moral Argument With Historical Illustrations (New York: Basic Books, 2006), https://books.google.com/books?hl=en&lr=&id=kZnx7WVJbeUC&oi=fnd&pg=PR9&dq=The+rules+of+war+Walzer&ots=Sw5PrvxAlz&sig=g2fZOVbf2R2TzqtrZKwV4h7AwYU#v=onepage&q=The%20rules%20of%20war%20Walzer&f=false (accessed August 16, 2017). Eric Patterson and Nathan Gill “The Declaration of the United Colonies: America’s First Just War Statement” Journal of Military Ethics (2015), Vol. 14, No. 1, p. 8 Headquarters, Department of the Army. AR 165-1: Army Chaplain Corps Activities. Washington, D.C, 2015. ARMY LEADERSHIP DOCTRINE, PART TWO
AN ESSAY CH (CPT) JUSTIN DUBOSE DL C4 (H-RC) FY16 CLASS 412 August 16, 2017 OUTLINE I. INTRODUCTION TO “FALSE CEREMONIES” II. CEREMONIES HIGHLIGHT DEFICIENCIES IN LEADERSHIP
i. ARMY LEADERSHIP IS TIED TO ETHICS a. ETHICS ARE TIED TO ARMY VALUES b. CEREMONIES ARE A VIOLATION OF ARMY LEADERSHIP, ETHICS AND ARMY VALUES III. PREVENTION OF UNETHICAL BEHAVIOR A. INSTILLING OF HONOR INTO TROOPS B. IMPORTANCE OF HONOR IN UNIT LEADERSHIP i. INTERNAL PERSONAL CHANGE PRECEDES CULTURAL CHANGE IV. ETHICS TRAINING FOR TROOPS A. IMPORTANCE OF THE CHAPLAIN IN ETHICS TRAINING V. CONCLUSION UNCLASSIFIED EXECUTIVE SUMMARY 18 AUG 17 This paper addresses the issue of “false ceremonies” within the US Joint POW/MIA Accounting Command (JPAC). As the Brigade Chaplain, these ceremonies represent a clear violation of Army doctrine regarding ethics, Army Values, and Army leadership. This behavior must be eradicated through the modeling and distilling of honor which starts at the level of unit leadership. Additionally, ethics training by the Chaplain must supplement this instilling of ethics into our troops. CH JUSTIN DUBOSE Justin.z.dubose.mil@mail.mil UNCLASSIFIED Recent events surrounding the US Joint POW/MIA Accounting Command (JPAC) have highlighted the need within the United States Army for an ethically stable and morally healthy command climate and institutional training and practices. The impetus for this focus is the practice of “false ceremonies” conducted by JPAC and recently reported on by the “Stars & Stripes”. These ceremonies, which have persisted for seven years, lead onlookers to believe that remains of veterans from World War II, Vietnam, and Korea were being ceremonially honored for their service, when, in fact, no remains were present. These “false ceremonies” illuminate personal and institutional deficiencies in the areas of leadership and integrity. As Soldiers and officers in the United States Army, we have the benefit of approved publications which specifically address these issues of leadership and integrity. First among such publications is ADRP 6-22 which, when paralleled with current circumstances, inarguably demonstrates such ceremonies and behavior as a clear violation of Army principles. ADRP 6-22 unequivocally ties the organizational leader as the champion of an objective ethical standard which is to be maintained by those within the organization. In section 7-23, which deals with ethics and climate, we see that “a leader is the ethical standard-bearer for the organization, responsible for building an ethical climate that demands and rewards behavior consistent with the Army Values.” ADRP 6-22 not only defines what a leader is, but, more importantly, addresses the need for internalization of ethical leadership principles by the individual. In section 3-35, under the heading of “Character and Ethics”, we read that, “Soldiers and Army Civilians adhere to the Army Values because they want to live ethically and profess the values because they know what is right.” These ceremonies not only violate the Army Values of Honor and Integrity, but are an indictment against the leadership for not living ethically and doing that which is right and honorable. The focus of the command moving forward should be both the prevention of such behavior by current and future leadership and the mitigation of such behavior through appropriate command training and practices. These two issues are intertwined as behavior modification is partially cultivated and developed through appropriate training and practices. Therefore, each issue is worthy of thought, but must be tied together in both comprehension and implementation. The prevention of such behavior justifiably occupies the primary concern of leadership. The United States Army already has an institutional honor code in the form of the Army Values, the first of which is “Honor” itself. Soldiers of all ranks must internally develop and live out “Honor” in their personal and professional lives. Lieutenant Gabriel Bradley rightly surmises that ethical behavior will never result from an honor-less life. While the law, he suggests, is intended to curb unethical behavior, it can never inherently instill ethics into its followers. Thus, for the language expressed in ADRP 6-22 to translate into action, more is needed than simply well-written doctrine and publications. If unethical attitudes and actions are to be eradicated amongst our force, then an objective honor and ethics must be personally instilled and internalized. As Paul Robinson stated, “It is one thing to say that Soldiers will have to undergo ethics training, it is quite another to ensure that they learn the right lessons.” Learning the right thing, as Robinson expressed, is the difference in being told and trained in what is right, and living and acting, personally and professionally, in an upright, ethical manner. As Hilliard Aronovitch eloquently stated, “good Soldiers must … be good persons as well.” As the leader is the ethical standard-bearer for the organization, this ethical training and internalization must necessarily begin at the highest leadership levels. The commander, his or her staff, and every officer in the unit must exhibit this ethical standard in words, attitudes, and actions. Chaplain (Colonel) Kenneth W. Bush, in addressing the issue of morality in leadership, speaks to the necessity of both individual change and cultural change not only being tied with leadership, but even as having precedence over good leadership. He says that, “while good leadership is critical, cultural change requires internal personal change.” If these types of attitudes and actions are to be mitigated in the present and future, it is imperative that unit leadership embody the ethics which they hope to see in their Soldiers. General Maxwell Taylor once expressed that personal conduct and morality were unimportant to him, so long as his colleagues could perform professionally. However, as Paul Robinson observed, General Taylor’s position became untenable “due to a succession of scandals which undermined public faith in the military in the years following the Second World War.” Internal personal change, as Bush stated, is the most important variable in the equation of ethical behavior, and this must begin with leadership. This internal personal change, however, can and must of necessity be augmented and continually cultivated with appropriate training and practice. Integral to such training and practice is the role of the Chaplain. As CH (COL) Bush aptly noted, “Because of the nature of our calling commanders rightly expect us to know something about personal growth, human interaction, and organizational development.” Each of these issues – personal growth, human interaction, and organizational development – are central to the establishment and cultivating of ethics and morality through training and practice. Individual Soldiers must firstly grow personally in their ethics, which impacts their interactions with their fellow man, and each of these are key to developing ethical standards across the organization. Therefore, the role of the Chaplain is essential to the training and practice of ethics and morality within the unit. Furthermore, Army doctrine actually places such training within the scope of the staff officer role of every Army Chaplain. Paragraph 9-10c and 9-11 in Army Regulation 165-1 says that, “the Chaplain, as the advisor to the Commander in the areas of morals and morale as affected by religion, is the principal staff officer for this command directed program. It is a staff function of the Chaplain and not used as part of a religious event.” The Chaplain, therefore, is the principal staff officer within the structure of the unit in the areas of morals. Thus, as training and practices are developed for distribution across the unit, the Chaplain must be “the principal staff officer for this command directed program”. Human behavior has made it abundantly clear that ethics and morality are central to the welfare of the individual Soldier, the unit, and the United States Army. These “false ceremonies” are but one practice which undeniably highlight this truth. The Army Values – specifically those of “Honor” and “Integrity” – point to the fact that it must be individually and institutionally adopted and modeled at all levels. Army Doctrine speaks to the need for these values to be embodied by leaders, which not only impact their personal lives but, in fact, the entire culture in which they lead. Integral to this entire discussion in the Chaplain. The Chaplain functions, in part, as a staff officer specifically to champion these ideals and translate them into programs and training. History has proven that problems associated with a lack of ethics and morality will not simply be ignored or disappear, and, thus, the importance of the Chaplain continues to be seen and felt by all within our ranks. As go the morals and morale, so follows the attitudes and behavior. BIBLIOGRAPHY Headquarters, Department of the Army. ADRP 6-22: Army Leadership. Washington, D.C, 2012. LT. Gabriel Bradley, "Honor, not Law" Armed Forces Journal (March 1, 2012), http://armedforcesjournal.com/honor-not-law/ Dr. Paul Robinson, “Ethics Training and Development in the Military” Parameters (Spring 2007), http://ssi.armywarcollege.edu/pubs/parameters/Articles/07spring/robinson.htm Hilliard Aronovitch, “Good Soldiers. A Traditional Approach” Journal of Applied Philosophy April 2001, Vol. 18, Issue 1 Chaplain (Colonel) Kenneth W. Bush, “Moral Leadership in a Post-Everything Culture”, https://ellc.learn.army.mil/bbcswebdav/pid-3409454-dt-content-rid-36487408_2/courses/805D_5-16-C23_DL_2016_412_01_A/MODULE%201%20Leadership%20%26%20Ethics/L1F%20PART%202%20Leadership/Moral%20Leadership%20in%20a%20Post-Everything%20Culture%20-%20Bush.pdf Headquarters, Department of the Army. AR 165-1: Army Chaplain Corps Activities. Washington, D.C, 2015. |
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