Military Review English Edition January-February 2014 | Page 62

The Fourth Revolution—
Hyper-learning
Lt. Gen. Frederic J. (Rick) Brown, Ph.D., U.S. Army, Retired

I

N THE NOVEMBER-DECEMBER 2013 Military Review article “Leader Preparation
to Support Rebuilding,” I discussed the development, over the past 30 years, of several parallel development paths of both the Army Training System— “hard power”—and
generic Teams of Leaders—“soft power.” I believe the performance potential of Teams of
Leaders (ToL)—Information Management (IM) X Knowledge Management (KM) X High
Performing Leader Team (HP LT) building is equal and perhaps greater than the improved
performance achieved routinely by the Observer Controller (OC) X Opposition Force
(OPFOR) X After Action Review (AAR) X Instrumentation System (IS) paradigm of the
highly successful Army Training System.
I sense that the accelerating impact of both has generated a Fourth Revolution (4R)—
“hyper-learning”—the product of the Army Training System (summarized as Combat Training Center [CTC]) multiplied by ToL [IM and KM supporting shared skills, knowledge,
attitudes [SKA] generating then sustaining high performing leader teams [HP LTs]).

Lt. Gen. Frederic (Rick) Brown, Ph.D., U.S. Army, retired from the Army in 1989, having served 32 years in various command and staff assignments. He graduated from West Point and later attended the Graduate Institute in
Geneva, Switzerland, as an Olmsted Scholar, receiving both Licence and Doctorate degrees. He has published
several books and articles, as well as numerous papers on national security issues.