ken long asst professor/curriculum designer us army command & general staff college
DESCRIPTION
Ken Long Asst Professor/Curriculum Designer US Army Command & General Staff College Department of Logistics & Resource Operations ATZL-SWR, Rm 2156 100 Stimson Ave, L&C Bldg Ft Leavenworth, KS 66027 (W) 913.684.2925 [email protected] [email protected] - PowerPoint PPT PresentationTRANSCRIPT
Ken LongAsst Professor/Curriculum DesignerUS Army Command & General Staff CollegeDepartment of Logistics & Resource Operations
ATZL-SWR, Rm 2156100 Stimson Ave, L&C BldgFt Leavenworth, KS 66027(W) [email protected]@yahoo.comkansasreflections.wordpress.com
Voice?
What happens when you encourage
Voice?
Transformation
• 1st, 2d, 3d person Action Research• Curriculum redesign (10%) & a book• Program feedback strategies• Infrastructure & policy• Social media outreach• Networked partnerships around the world• Independent studies x3• Featured in Congressional testimony• 3 “small world” management games for learning,
interest at Joint Staff level• Business x5, a book, and much more• Much better soccer coach
Voice
• 1st, 2d, 3d person• 4 ways of knowing• Transformation
• Quality• Values• Synergy
• Documentation• Infrastructure • Consequences
Action Research
Constructs & theories• Sense-making• Reflective Practitioners• Bounded rationality• Complex Adaptive Systems• Culture• Connectionism (Ed theory)• Lifelong learning• Open systems learning• Martial theory• PAR methodology• “Chaoplexic”
Questions• What is it?• Can you give it?• Do you listen? Speak?• Truth to power• Responsibility• Topics• So what?• Results?
Domains• school• classroom• peers• Self• organizations• Family• “Use it or lose it”
Warrior DharmaProfessional learning
Org TransformationNet centric educationProfessional growth
5 Departments• Tactics• Strategy• History• Leadership• Sustainment
Instructor Skills• Expert• Journeyman• Novice
Decision makers• Dean• Department Director
Topics• Operational concept• Requirements• Capabilities• Resourcing• Modernization• Acquisition• Documentation• Readiness• Seminar
Client• Department Director• Deputy
Unlikely Suspects• Other CGSC departments• Other service schools• Army War college• Academia
Desired Future• Current students• External faculty
External• Academic Dean• Deputy Commandant• Field Army• Graduates• Army Force Mgt School• Dept of Army staff• Congress
Internal• Curriculum Developers• Lesson Authors• F100 Block Author• Faculty
Stakeholder map
Practice
TheoryPARPARPARPAR Narrative Inquiry
• Data become stories• Analyzing stories for data
Theories that inform• Connectivism• Bounded rationality• Complexity & Chaos• Military theory
• Design• Human Concept• CCJO• Force Gen• Transformation
• Leader development• Culture• Sense-making• PAR• Narrative inquiry
OE• Uncertainty• Culture• Influence• Information
Cycles of Participatory Action Research
Concept of “Voice”• Feedback• Dialogue• Strategic communication• Blogs, wiki’s• Curriculum adaptation
Curriculum • F100• Force generation• Faculty Development• Mentoring• Independent studies
Military Practice
Military Education
Adaptive curriculum
Army change management & Force Generation• Archival feedback• Ongoing design & “Voice”• Interviews and narratives
Feedback• Quant (surveys)• Qualitative (narrative & synthesis)• Senior leader “framing” narratives
Research question:What are the effects of increasing “Voice” on our educational programs?
Method: mixed methods (Qual + quant)PAR to guide inquiry & scope, and to incorporate VoicesNarrative Inquiry for analysis and sense makingProduce a rich description of our experience (sanitized as needed)Describe results in 1st ,2d, 3d person ARDescribe results in the “4 ways of knowing”
AR: 4 ways of knowing• Experiential• Presentational• Propositional• Practical
Committee• PAR textbook author (Ed D, Ireland)• Handbook of AR author PhD, USC)• Career AF Officer DM @ CTU• Quant PhD (Benedictine)
AR outcomes/results• 1st person: my teaching practice• 2d person: partnership results• 3d person: group results
The Operational Army in the worldA complex adaptive system
Command & General Staff CollegeEducating leaders for uncertainty
The Pentagon• The Generating Force• How the Army really runs• Regulations & Adaptations• Processes, Products, Players
Congress• Funding• “Educate for stewardship”
Army Force Mgt School• Formal education• For and by technicians• “How the Army Runs” (1000 pages)• A formal system specification
Charter• Integration• History• Leadership• Strategy• Tactics • Logistics
System Education?• As designed?• As operating?• As evolving?• As it could be?• As it should be?• Audience?
Issues?• Standardization?• Initiative?• Uncertainty?• Experiential learning?• Adaptation?• Training vs education?
Campuses• Primary• Satellite• Reserves
Technicians
Creates
Informs
Instructors• Technicians (few)• Logisticians• General practitioners
Deploys
Students
Prepares
Systems Life Cycle• Operating Concept• Requirements• Capabilities• Resourcing• Modernization• Acquisition• Contracting• Documentation• Readiness• Fielding
Army change management
http://kansasreflections.wordpress.com/youtube-video-links/
Offer your research to the world
5 Questions for you
• The best part?• The least useful?• Best resource or takeaway?• Biggest unanswered question?• Biggest surprise?
Sources• G3• G4• G8• AMC• ACSIM• JFCOM• FORSCOM• NORTHCOM• CALL• Faculty• Students
Enablers:• Guest speaker program• Student text: for stable info• Wiki: for dynamic info• Blog: for inter-classroom discussion
Opnl
Strat
Tac
MissionAnalysis RFF JFCOM
Log prep of the theater
Train
Strat Trans
Concept of SptARFORGEN
Service Resourcing
Global Force Mgt System
TPFDD JRSOI: 30 Bdes
ARFORGEN Deploy Employ
Phases: I, II, III, IV, V, VI
ResetRedeploy
Reset
Concept of Mnvr
Campaign Plan (Employ)
Gen Force support to theater
Force Generation in the Curriculum
Core curriculum in support:• DJIIMO: capabilities, joint force, planning• CTAC: capabilities, planning• DMH: perspectives on armies in transformation• DCL: cognitive & leadership skills for transformation• DLRO: F100, esp F105, F107
Phases: I, II, III, IV, V, VI
Accepting risk(Knowledge level)
DCL
DLRO
CTAC DJIIMO
ForceGeneration
DMH
Students?
TransChair
Wiki dynamic information
Blackboard Reachback
Student Text stable information
Annual update
Faculty & Editorial board
Army Proponents
Officers with advice (+)
Officers with questions (-)
CoreAll MAJs
AOWCMF&E MAJs
AAPsElectives
questions
publish
Survey & questions
Survey & advice
answers
maintainbecome
Use & contribute
issued supports
Force Generation Knowledge ModelProponent: DLRO
Space of all possible pasts
False beliefs
Where we areWhat we know
True
Futures possible from this moment
Paradise lost
Boundary of the possible
Boundary of the possibleBoundary of the possible
Boundary of the possible
False
PresentPast Future
False
Performance
Satisfaction
Path chosen: Basis of qualitative judgmentShapes our norms, shaped by cognitive biasBecomes the dominant narrative, our “Truth”
The School• Doctrine• Best practice• Gatekeeper• Moderating effect
Qualitative Leadership Judgment
ArmyLeadership
model
Army Senior LeadersPersonalFormative
Events
Students
Doctrine
Faculty
Various units
Time & experienceFaculty
Senior leaders
Students
Future needs?
schoolstudent
worldofficer
worldofficer
SatisfactionGrades
No voice
Voice
SuccessSatisfactionJudgment
DoctrineExperience
Norms
Whatwe
teach
Whatstudents
want
Good
Missing
Bad
AssessmentWhatwe
teach
Good
Missing
Bad
Assessment
Culture• leadership• faculty• students
Predicts successful
Transformation?
!$ ?
Stable Peace
Unstable Peace Insurgency General
War
Across the full spectrum of conflict
Deploy Employ Sustain Redeploy Refit
Across the full spectrum of support
S
O
T
Student mindmap
19
CGSS OrganizationDeputy
Commandant
Center for Army Tactics
(CTAC)
Department of Joint and Multinational Operations
(DJMO)
Department of Command
& Leadership
(DCL)
Department of Military
History (DMH)
Department of Logistics
and Resource Operations
(DLRO)
United States Student Division (USSD)
International Military Student Division
(IMSD)
OperationsSatellite CampusesFt. Belvoir, VA
Ft. Lee, VAFt. Gordon, GA
Command & General Staff School
Dean of Academics
Director, Distance
Education (DDE)
Curriculum Operations
20
DLRO Organization
COL DiMarco
Director
Mr. JacksonProgram Manager/Deputy Director
Team A25 instructors
Team B25 instructors
Mr. LongCurriculum
Development
Five Teaching Team Leaders
Operations OfficerEditor
Secretary
Development and Assessment
SatelliteCampus (4)
Curriculum development system• Which feedback loop is most important?• Is the system under control?• Are we designing curriculum or making sausage?
Curriculum
Faculty
Students
+
+
CGSC
Field Requirements
GO level feedback
Measure delivery?
studentsPIC/CDRprocess
disconnected from field?
Time & budget process
CASCOM?
Units?
Students?
Assessment: It’s not just Grades anymore
Field requirements TLOs
ELOsStandards
TimeResources
Levels of learningStandards
Student outcomes
Student baseline
Instructor baseline
FDP
Instruction Student performance
Instructor
Officer performance
LD LD
OBJFarOBJ
Near
Instructor performance
Lesson Plans
Assessment
F100 Linkage & DLRO instruction
Foundations Strategic Env JIIM cap Doctrine Functions Planning
C210Strat Log
F101Guidance
C304Army OpLog
C506Mvt & Mvr
C414Tac Log
F103Resourcing
F102Capabilities
F105Documentation
F107Readiness
F104Modernization
F106Contracting
F108FM Seminar
C202/4NSS/NDS/NMS
DoD Strat
L107Leading
Ethical Orgs
C309Multinational
C310OPLaw
C308Interagency
= strong linkage
Fuel, distribution mgt, UJTL threadsC504
Sustainment
C203DoD Orgs
L103Lead Orgs in Change C412
Full spec OPs
H101H201
C121C122C131
General support
L105Developing Ethical Orgs
L106Organizational
Stress
L111Influencing
OrganizationsThru Vision
C161ACiv/Mil Relations
C600
Army
Joint Service
ARMY ORGANIZATIONAL LIFE CYCLE MODEL
SEPARATION
DEVELOPMENT
SUSTAINMENT
COMMAND,MANAGEMENT
LEADERSHIP and ARTICULATION
DEPLOYMENT RESOURCES: People, Things, Time, Money, Information & Technology
DISTRIBUTION
TRAINING
ACQUISITION
TITLE 10USC
FORCEMANAGEMENT
Project a combat force
rapidly to any place inthe world to satisfy anational requirement.
Allot people &/or equipment to claimant
Organizations according to priorities.
Obtain people,equipment,money, & facilities.
Impart & instill that discipline,
instruction,drill, & practice
designed to create military efficiency orproficiency.
Develop a capable combat force within constrained resources.
Increase force
capabilities; bring people
&/or equipment to
a more advanced
state.
Release / remove people & equipment from military control;
dispose of facilities or real property.
Provide for people,organizations, &
equipment by furnishingmeans or funds.
The Process and Lesson Sequence
Develop Organizational
Models
TOEs
CbtantCdrs
Get &DistributePeople
Distribute Material
Prioritize&
Request Resources
Provide Vision
COMBATREADYUNITS
Document Organizational Authorizations
MTOEs
Material Acquisition/Management
Make Stuff
Identify Capabilities
(DOTMLPF)
DesignOrganizations(O&O plans)
Backup
What do we teach? To what level? At what cost? Measured by?
DC DLROClass: 1 Class: 2 Class: 2Prep: 2 Prep: 2 Prep: 3
Class: 1 Class: 2 Class: 2Prep: 2 Prep: 2 Prep: 3
Class: 1 Class: 2 Class: 2Prep: 2 Prep: 2 Prep: 3
Class: 1 Class: 2 Class: 2Prep: 2 Prep: 2 Prep: 3
Class: 1 Class: 2 Class: 2Prep: 2 Prep: 2 Prep: 3
Class: 1 Class: 2 Class: 2Prep: 2 Prep: 2 Prep: 3
Class: 1 Class: 2 Class: 2Prep: 2 Prep: 2 Prep: 3
Class: 1 Class: 2 Class: 2Prep: 2 Prep: 2 Prep: 3
Class: 1 Class: 2 Class: 2Prep: 2 Prep: 2 Prep: 3
Class: 1 Class: 2 Class: 2Prep: 2 Prep: 2 Prep: 3
345
Testing
12
"Know"
ApplyAnalyze
"Do"F100 example
FMSweb
Requirements
6789
10
Unit Change mgt
ARFORGEN
JCIDS
ONS/REF/RFI
FCS
Budget
MTOE/TDA mgt
KnowledgeComprehension
notes
SynthesizeEvaluate
"Be"Topic Explain Perform Critique
Hours available: 16
Solution(s) Recommendation
Leadership & Education
Leader Development Action Plan (LDAP)
Materiel System ModificationSystem Upgrade (CDD / CPD Modification)New System Start (ICD, AoA, CDD, CPD)
Doctrine
Training
PersonnelSoldier Development Memorandum
Unit Reference Sheets (URS)Table of Organization & Equipment (TOE)
Individual Training Plan (ITP)Course Administrative Data (CAD)Program of Instruction (POI)Combined Arms Training Strategy (CATS)
Doctrine Program Directive
Organization
Facilities MILCON Memorandum (new construction)SRM Funding Request (modify existing)
Army Capabilities-Based Assessment (CBA)
OperatingConcepts
• Operational Maneuver
• Tactical Maneuver
Capstone Concept
NSS, NMS, QDR, GDF,
Army Vision, etc
STRATEGIC INPUTS
TechnologicalForecasts
Enduring Fundamentals,
Assumptions
Analytical Underpinnin
gs:Oper.
Lessons, Experiences,
Studies
ANALYTICAL CONSIDERATIONS
Joint OperationalEnvironment
Analysis
Assess Threats
TacticalOperational
Army Roles &
Missions:Strategic
AoA: Analysis of AlternativesAUTL: Army Universal Task ListCDD: Capability Development DocumentCPD: Capability Production DocumentFCS: Future Combat SystemICD: Initial Capabilities DocumentUJTL: Universal Joint Task ListSRM: Sustainment, Restoration, and Modernization
Future world conditions
(threat) over next 2 decades
The Army in Joint
Operations
FunctionalConcepts
• Command• See• Move• Strike• Protect• Sustain
•Determines required tasks vs. current and projected capabilities
• ID opportunities for technology breakthroughs
• Utilizes all available analytical resources
• Prepares time-based common list of required capabilities (needs) prioritized by performance assessment of current capability
Functional Needs Analysis
(FNA)•Strategy to concept to mission to task (AUTL / UJTL) analysis: What we do to accomplish missions
• Considers threats and emerging technologies
• IDs the tasks (capabilities) required to fulfill the Army’s responsibilities as defined by strategic guidance (tasks, conditions, and standards)
• Refines concepts and force design parameters
Functional Area Analysis
(FAA)• Develops relevant set of potential
solutions for the needs identified in the FNA
• Serves as first looks at DOTLMPF solutions to solve mission and system deficiencies, then new material
• IDs, integrates, and prioritizes potential solutions / mixes of solutions and constrains by cost, risk, timeframe, and interoperability factors
FunctionalSolution
Analysis (FSA)
29
We need vision, a blueprint, and feedback
Recommendations:
• Vision describes the endstate
• Blueprint guides the work in progress and establishes the checkpoints
• Feedback tells us if we are delivering to our supported units/students as they APPLY our curriculum in the field
Web basedPainlessSignificantThe FIELDLast year’s students
Core course
Satisfaction with CGSC education
Environmental conditions
Voice:• Opportunities for inquiry• Input is solicited and considered• Academic freedom• No retribution• Choices in lessons• Choices in methods• Choices in grading• Adapting to individual needs• Responsiveness by faculty• Adaptability of college• Timeliness• Formal and informal channels• Access to leaders
Workload
Grade equity Faculty
Nature of classes in 3 different courses
Advanced Applications ProgramAdvanced Operations Course
Faculty FacultyFaculty
Policy
Individual circumstances
Individual circumstances
Time