Military Review English Edition January-February 2014

Deﬁnitions ToL Domains. Information Management (IM), Knowledge Management (KM), and High Performing Leader Teams (HP LT) and Domain Integration as described above and in the recent “Leader Preparation To Support Rebuilding.”13 Boundaries of Human interactions. Organizational, established within, between, and among various military, private, joint, intergovernmental, international, and multi-national organizations. Functional. All those related to unit and organizational performance such as personnel, operations, intelligence, and logistics. Levels. Hierarchy of governance within organizations. Cultural. Including but not limited to degree of centralization of decision making or ease of communication up and down, left and right, across boundaries. TRADOC Proponents establish new-shared learning opportunities increasing cross-border relationships.14 Reinforce associations generated through expanding social networking by conducting LTXs to expand shared SKAs. The effect is to transmit improved learning processes and paths across all learning venues and boundaries through social networking to create habitual practices of cross-venue collaboration. Build LTX practices into various social networking venues to increase cross border collaboration with operational security increased thru shared SKA structured to support “trust but verify” practices. Draw on nuclear “double key” 66 security precedents now applied and reinforced through ToL. The greater the previous relationships evidenced by the presence of shared SKAs, the more rapidly “new” HP LTs should be grown through LTXs drawing on pre-existent shared trust and shared respect for competence. Add shared new purpose then high performance generates rapidly with added conﬁdence. Now add address book contacts and workarounds. To rebuild LTs despite turnover of personnel, draw upon existent general SKA already shared throughout the personnel turnover. Expand distributed intensive learning. Expand distributed intensive learning processes by using common scenarios and structured exercises developing shared SKA and TCS proﬁciencies. Drawing on distributed CTC and TOL development models—le arning by sharing and doing—to intensify Fourth Revolution learning processes. New learning development appears necessary for CTC-ToL combinations. Include exercises building CAM-WAS and CTC-ToL variable combinations to be applied as leader teams turnover. Current Army guidance is excellent but incomplete.15 A “best” learning sequence may be ToL to stimulate the shared SKA of HP LTs then application of the CTC development model. HP LT can act as a process multiplier causing faster progression of structured TCS to mastery competency levels. The rate of learning itself accelerates through developed cultures of expanded sharing. That is collaboration crossing borders stimulating development of HP LTs. The likely effect is to transmit improved learning processes and paths across all learning venues and boundaries. An appropriate objective could be habitual cross-venue and crossboundary collaboration exploiting leader teaming embedded in America’s Army learning culture, spreading in time to JIIM.16 In sum, stimulate focused collaboration particularly top down as well as bottom up to encourage policy and program innovation. Then institutionalize success with adaptive learning support combining CTC and ToL development models. Draw on proven, ﬁelded, learning successes. Train both ToL and CTC processes in institutions. Stimulate bottom up “Millennial” contributions! January-February 2014 MILITARY REVIEW

Military Review English Edition January-February 2014 | Page 68