Military Review English Edition November-December 2014 | Page 42

ALC 2015 seeks to improve our learning model by
leveraging technology without sacrificing standards so
we can provide credible, rigorous, and relevant training
and education for our force of combat-seasoned soldiers and leaders. It argues we must establish a continuum of learning from the time soldiers are accessed until
the time they retire. It also clarifies that the responsibility for developing soldiers is a shared responsibility
among the institutional schoolhouse, tactical units, and
the individuals themselves.
ALC 2015 concentrates on advances in technology
rather than the types of technologies. In other words,
the concept is capabilities-based with a focus on online
gaming and mobile, or portable, learning—interfacing
physical, virtual, and group collaboration to achieve
learning outcomes. Although prior research and new
policies outline the how and what in regard to training
our NCOs, we must now concentrate on the when and
where the training will take place.16
Learning policies outline high standards consistent
across our formation and provide clear expectations
aligned to the expectations of learning outcomes. To
receive the maximum return on our investment, the
Army must ensure it delivers education to the NCO in
the right domain at the right times in their careers. To
aid in producing well-rounded leaders, the Army can
capitalize on the current generation’s familiarity with
computers. The Army could deliver more training to
NCOs in a self-structured format. The self-structured
format allows the institution to raise the quality of
the instruction while decreasing the cost. The result is
improvement in the NCOs’ technical and tactical proficiency in a shorter amount of time. Albeit economical
and timely, the Army must also be judicious about
what training it delivers in this format. It must be
remembered that soldiering is, above everything else, a
human endeavor. Therefore, proficiency in teamwork,
proble m solving, negotiation skills, and leadership are
best taught face-to-face with peers, facilitators, and
mentors, not in virtual reality.

Anchoring on the Army’s
Professional Ethic and Values
As the Army moves forward, it must keep its values as a centerpiece of education. The self-actualized,
critically thinking future NCOs of 2020 will need
mentorship and guidance to ensure they think and
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decide in a manner aligned with the values and ethic
of the profession. Gen. William S. Wallace alluded
to this in a 2008 TRADOC pamphlet on the human
dimension, which he described as comprising “the
moral, physical and cognitive components of soldier,
leader, and organizational development and performance.”17 Focusing on the moral component, our
future NCOs must be grounded in the ethical values
that are essential elements of current officer training.
Incorporating learning objectives covering the Army’s
professional ethic and the expected ethical behavior
of leaders into all phases of curriculum is critical for
NCO 2020.
A key element to being a critical thinker and a
decisive enlisted leader in the future Army will be
knowing what right looks like. Anchoring NCO 2020’s
future to the Army values and professional ethic will
meet Wallace’s human dimension imperative of moral
development. Strong ethical leadership is the glue that
leads to mission accomplishment and increases unit
cohesion.

Conclusion
The Army faces a future of diminishing resources,
agile adversaries, and constantly changing OEs. Rapidly
evolving technology will affect perceptions and decisions at an increasing rate and level of complexity. The
Army’s NCO corps must be up to the challenge of the
geopolitical world envisioned in 2020. Leaders must
be instilled with the ability to effectively consider the
complexities, think effectively, and adapt beyond preconceived conclusions. To develop NCOs to this higher
level of cognition, the Army must transform its current
NCOES to a newly revised NCO professional development system: NCO 2020.
This article provides the ends and ways to revise the
NCOES in accordance with the concepts, frameworks,
and strategies already embraced by the Army. Those
results will inform the means or Army education and
training resources required to provide the rigorous
experience these flexible and adaptive NCO leaders
require. Innovative technologies and improved education processes can also assist in the delivery of new age
development. If the Army believes an adept thinker
builds a mightier warrior, then it is time to transform.
Developing NCO 2020 will prepare our NCOs for the
challenges of future battlefields.
November-December 2014  MILITARY REVIEW