This article closes out a year-long mini-series composed with the partnership of a friend/colleague. For years Justin and I have discussed, debated, vented and pontificated on the good and ills that influence the military profession and development within the branch of aviation. While we may not have all the answers we certainly feet a need for greater involvement and debate with these subjects. We conclude this 8 part series in a similar way for which we started, with a blinding flash of the obvious. "Life is Hard, Get on With It".
Lacking Perspective
In this article, Justin and I discuss the lack of perspective among the Army and Army Aviation profession and how that is traditionally and improperly translated into incompetence. Perspectives differ depending on one's vantage point from a foxhole, cockpit or cubicle. Additionally, very few perspectives share the same priority. To succeed as a branch, it matters not on what any one individual chooses to focus. Preferably, the end state is a common vision, shared understanding, and efforts supported by resources all moving in concert with one another. Much harder said than done.
What Happened to the Scholar in "Warrior Scholar?
Thucydides wrote, “The society that separates its scholars from its warriors will have its thinking done by cowards and its fighting by fools.” In this article, Justin and Michael examine the challenges facing the Army and Aviation Branch with regard to scholarship and lifelong learning; what does it mean, what is truly expected and what should we be spending our time resources upon. Our Soldiers can’t do it all. But, there is certainly an expectation that the impossible is accomplished on a routine basis.
Of Course the Army Understands Leadership!
Mr. Justin Witty and MAJ Mike Shaw continue their year-long mini-series surrounding the ancient philosophy of Read, Think, Speak and Write. This article, “Of Course the Army Understands Leadership”, delves into the sacred cow of military leadership and how a subject so prized and so discussed is so often the most overlooked or given the most lip service. The Army specifically touts leadership and the building of leaders. Perhaps they are off the mark?
Overestimated Self-Perceived Command Abilities of Aviation Captains Career Course Graduates: Right or Wrong..., You Be the Judge
This article attempts to determine what factor(s) create self-confidence toward future command leadership among graduates of the Army's Captains Career Course. Foundational research is based upon the dissertation completed by Michael Shaw in August 2015.
Army Aviation Requires Two Warrant Officer Tracks at the Company Level: Trainers and Maintainers
Justin and Michael believe there is need for change in the Warrant Officer track developmental path. At the core, Army Aviation requires two tracks, a trainer and a maintainer. All other existing tracks such as safety and aviation mission survivability should become career enhancing modifiers awarded to only the best trainers and maintainers within our formations. This "opportunity" article takes a look at one possible path for such change.
Is Army Aviation Truly a Profession?
Dare to ask, Michael and Justin, break down the key differences between conducting oneself as a professional organization as opposed to an organization based on bureaucracy.
Army Aviation's "Wicked Problems: An Invitation to Read, Think, Speak, and Write
Justin and Michael present an old philosophical challenge to Read, Think, Speak and Write - inspiring readers to become part of Army Aviation's professional dialogue while attempting to solve some of the branch's “wicked problems”
Command Abilities of Captain Career Course Completers in Maneuver, Fires and Effects: A Self-Perceived Assessment
The primary purpose of this study was to determine if a relationship exists between specific demographics of U.S. Army Company Grade Officers that have completed the U.S Army’s Captains Career Course (CCC) in Maneuver, Fires and Effects and their self-perceived capacity to perform as a successful Company Commander. This study included six objectives. The research hypothesis states: Company Grade Officers in the U.S. Army who have held a command position prior to completion of the CCC will have higher self-perceived abilities to function as a successful company commander than those who have not held a command position. The instrument was a combination of a U.S. Army Leader Behavioral Scale (LBS) consisting of 87 items and a researcher designed, 21 item, personal and professional demographic questionnaire. A total of 903 surveys were personally distributed and collected by the researcher with 844 surveys identified as usable for the study. All respondents remained anonymous. Findings of the study revealed “Very Good” to “Good” degrees of self-perceived command ability by the majority of the respondents. Factor analysis was used to verify the existing eight LBS sub-scale factors. Within the regression analysis none of the variables explained a significant portion of variance in the self-perceived command abilities, resulting in zero significant regression models. Finally, the researcher could not reject the null hypothesis, leaving the alternative hypothesis unproven. A conclusion of the study found OD CCC completer’s hold a “Very Good” self-perception of their ability to command. This conclusion is based upon study data, where, 67.3% of the LBS means were within the researcher’s survey response scale score of “Very Good”, and the remaining 32.7% identified as “Good”. Recommendations for research is the additional study of the self-perceived command abilities of both OSD and FSD officers completing the CCC, not just OD. Furthermore, the establishment of a longitudinal study beginning with an officers commissioning source to investigate self-esteem versus self-perceived ability. Overall, the variables considered within the study provided no significance or influence outside the expected random error with regard to an officer who has completed an OD CCC and self-perceived command ability.