Military Review English Edition November-December 2013 | Page 17
E D U C AT I N G S T R AT E G I C P L A N N E R S
instructors who have a Ph.D. The combination of a
writing-syndicate atmosphere and critical feedback
will have a catalytic effect, something that most
civilian doctoral programs do not provide.
Finally, with a low number of students per year,
the agency will assist in managing the officer’s
career through interfacing with Human Resources
Command, senior leaders, and assignment officers. This effort will continue to develop the skills
needed for strategic planners while still allowing
the officer to remain competitive in the operational
Army. For example, the student who desires to
write about homeland security for his dissertation
is ideally suited for a developmental assignment at
U.S. Northern Command. Because the coordinating
agency has visibility on these nuanced requirements, it can inform the assignment officer, ensuring that the Army and the joint community gain the
most from the officer’s education.
The coordinating agency must embed with the
Army’s traditional professional military educational
institutions. Currently, this coordinating agency
exists within SAMS. With the current small number
of students, SAMS is well suited to manage the
tasks above. As the program grows and matures it
may prove prudent to relook this relationship. Other
options could include creating a new school of its
own or relocating the coordinating responsibility to
another institution. However, as the coordination
of the program evolves in the future, the requirement for managing and mentoring the students will
continue to be important for their success—from
the time they begin their education to the time they
finish their career.
Why a Ph.D.?
Developing adept strategic planners is not
simply the result of advanced degrees or professional education but includes a holistic career
path that combines experience with education. For
operational planners, the education requirement is
usually satisfied through the Command and General Staff College, SAMS, and a developmental
tour as a division or corps planner. However, a
much broader education, including interaction
with those outside the military, is required for successful strategic planning. A strategic planner must
understand the different aspects and perspectives
on defense and foreign affairs and their historical
MILITARY REVIEW
• November-December 2013
development beyond what a master’s program
can generally deliver. For example, for strategic
planners at a NATO headquarters to be successful,
not only must they understand military capabilities
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