Traditional approaches to strategic communication have focused on a single leader's ability to influence stakeholders and other audiences through exceptional communication skills. But there is much more to it. What about the content of the message? How well does the message permeate the organization, allowing it to speak and act as one with the leader? Is it necessary to change minds, or is it sufficient to discredit opposing messages? Using a broad base of literature from organizational studies and the author's experiences, this monograph offers a thought process for building communication campaigns that focus both internally and externally to the organization. Includes a Foreword by Mari K. Eder, U.S. Army Major General Retired and author of Leading the Narrative: The Case for Strategic Communication.
This activity book is a companion workbook for the monograph Communications Campaigning: Primer for Senior Leaders, also available on the Practitioner's Corner. Using the constructs of communication campaigns provided in the monograph, this workbook provides readers with simple tools to evaluate the communication environment, internal and external, around their organization. It includes activities for reconstructing the organization's true narrative (which may deviate from the official one), analyze counternarratives, audiences, and the organization's own internal processes of communication. The second half of the book takes this background information and guides readers toward developing and implementing a campaign -- including identifying a change narrative, appropriate themes and messages, planning for launch, and post-launch sustainment through campaign termination.
Previous studies analyzing disability compensation have decried its $76 billion annual budget or warned of its perverse ability to incentivize veterans not to work. This study focuses on the impact of this moral hazard on the US Army profession. If soldiers continue to capitalize on an extremely permissive disability system, the trust between society and the military may be threatened, and future Army readiness may be jeopardized should disability compensation be added to the marginal cost of a soldier. More importantly, many of today’s soldiers are rationalizing disability compensation as something owed to them—not for a debilitating injury, but for the hardships of service to the nation. This study uses US Army and Department of Veterans Affairs personnel files, soldier interviews, and discussions with senior leaders to support its conclusions. The intent of the study is to prompt the Army profession to act before the culture surrounding disability compensation becomes permanent. In the end, the essence of the entitlement—taking care of veterans—must remain sacrosanct. This call for reform is driven not by fiscal considerations, but by a desire for the Army to remain both an institution trusted by society and a profession marked by selfless service.
This is a companion text for the monograph Leading Change in Military Organizations: Primer for Senior Leaders published in 2018. It contains a series of activities developed during the USAWC resident elective program over the previous four years that allows students or participants to identify, develop, plan, and implement change efforts in large, bureaucratic organizations. It eschews the simplistic approaches used in common business literature about change and presents tools derived from organizational development literature that embraces the complexity and paradoxes associated with real change. An activity book with the change practitioner in mind. Includes an appendix describing the Leading Change elective in the USAWC resident program and offers ways for adapting the course materials for use in educational, developmental, or practical settings. Updated May 2020.
The purpose of this document is to assist United States Army War College students during the Military Strategy and Campaigning (MSC) course. It also serves to assist commanders, planners, and other staff officers in combatant commands (CCMD), joint task forces (JTF), and service component commands. It supplements joint doctrine and contains elements of emerging doctrine as practiced globally by joint force commanders (JFCs). It portrays a way to apply published doctrine and emerging doctrine at the higher levels of joint command, with a primary emphasis at the combatant command level.
Carlisle Compendia of Collaborative Research is produced under the purview of the Applied Communication and Learning Lab and the United States Army War College. Each issue reports the findings of a major collaborative student or student-faculty research initiative on a topic of strategic importance to the Army, the Department of Defense, and/or the larger community of strategic leaders.
The ideas and viewpoints advanced in Carlisle Compendia of Collaborative Research are those of the authors and do not necessarily reflect the official policy or position of Applied Communication and Learning Lab, the United States Army War College, the Department of Defense, or any other department or agency of the United States Government.
The monograph Strategic Leader Meta-Competencies was written by a group of U.S. Army War College students under faculty supervision in support of the Army Talent Management Task Force. Their stated intent is to help inform the development of the Colonel Command Assessment Program (CCAP), whose inaugural implementation took place in September of 2020. The first iteration of CCAP drew significantly from the Battalion Command Assessment Program (BCAP) that was successfully implemented in 2019-2020. BCAP’s focus is on “fit for command” issues primarily. Future iterations of CCAP will focus more fully on identifying officers with the most strategic potential (among other factors). This work is intended to help shape how the Army assesses strategic potential in future CCAP iterations.
This book explores the meaning of "responsible" in responsible command. What are the key skills, competencies, or attributes that separate success as a commander from that of any other leader within an organization? At the heart of the book is a study conducted at the U.S. Army War College to uncover those unique qualities that commanders require and expound more on the authorities and responsibilities inherent in command that cannot be easily delegated. Five themes emerged from the study and each are explored here in depth: (1) control & control and strategic direction, (2) focus of the defense enterprise, (3) requirements to establish climates for lawful action, (4) requirements to master complexity, and (5) serving as the needle of the organization's moral compass. Paul Mikolashek contributed the Preface and co-authored one chapter, while Con Crane contributes a case study on General Matthew Ridgway.
With a Foreword from MG John Kem, 51st Commandant of the U.S. Army War College. The 4th edition of the Strategic Leadership Primer represents a major change in direction from previous editions. In the past, one could assume most U.S. Army War College students had little prior experience at the strategic level. In 2019, this is no longer the case, as some War College students have already served in enterprise-level assignments or performed duties at the strategic level in operational environments. The new Primer includes chapters on defining strategic leadership; understanding competitive environments both external and internal to the organization, competitive strategy; the evolving roles, competencies, and character required of leaders at the strategic level; and the need for continuous and lifelong development. The Primer is applicable for all senior service college students and graduates--whether military or senior civilian, US or international.
The purpose of this document is to assist United States Army War College students during the Theater Strategy and Campaigning (TSC) course. It also serves to assist commanders, planners, and other staff officers in combatant commands (CCMD), joint task forces (JTF), and service component commands. It supplements joint doctrine and contains elements of emerging doctrine as practiced globally by joint force commanders (JFCs). It portrays a way to apply published doctrine and emerging doctrine at the higher levels of joint command, with a primary emphasis at the combatant command level.