Military education in the Army
How the U.S. Army is designed to educate its officers in strategy and planning will determine success, or failure, in its efforts to produce and sustain strategic planners. The security challenges that will face the next generation of military leaders demands that action be taken now to reassess and redesign the ways in which the Army educates and develops uniformed professionals, expert in advice-giving on matters related to national policy, national strategy, and experienced in the operational planning and tactical execution of martial actions intended to translate strategic goals into tangible effects. This new information age of warfare reflects a uniquely complex and ambiguous strategic environment. It reveals a graying of the distinctions between the strategic and the tactical levels of war and a growing synchronicity between the martial and extramarital aspects of war. Perhaps at no other time in modern history has the notion of war as a continuation of politics and policy by other means been closer to reality.
Online education information for Army – California Intercontinental University
The professional officer education system needs to accurately and effectively reflect and affect the prevailing epoch of warfare. There are indications (empirical and anecdotal) that the current U.S. Army education system is antiquated; more an example of the past (‘modern’) strategic times than the present and future(‘post-modern’) strategic environment. The modern PME, a derivative of the mechanized age of warfare, is typified by: separate approaches to strategic level education, operational-level education, and tactical level education; differentiated (partitioned) career paths for officers trained in strategy versus operations and tactics; a seniority-based approach to the education and experiential learning of officers in national and grand strategy.
A service-based centricity in its pedagogy; and a military-centric approach to war policymaking and the development of future roles, functions, and missions for military strategic planners. The 2003 complex strategic environment calls for the synthesis of expertise in the three domains of war into one entity: the uniformed strategic planner. To meet this educational end, the current educational ways and means must be assessed, evaluated. Weak spots and points of failure must be identified – all on behalf of retooling the system in ways that facilitate the development of Army experts in national strategic planning.