Military Review English Edition September-October 2013 | Page 34

valid? While answering the first question aids in understanding the reasoning behind these assumptions, the far more important question involves their actual validity.

Analysis

In examining why the Army may have made these assumptions, we must consider whether or not the Army has a broadly understood and agreed upon causal theory for how it can assess and develop the personal character of its leaders. If it does, then the selection of assumptions would logically flow from this theory. If, however, the Army does not have a reasonable theoretical foundation, then the acceptance of its assumptions likely resulted from either an accrual of conventional wisdom that lacked critical examination, or the Army simply not realizing that it is making major assumptions in this area. Unfortunately, a recent study by the Army’s Center for the Army Professional Ethic indicates that the latter two possibilities (accrual of unexamined conventional wisdom and/or a lack of awareness of its assumptions) are the more likely expla-

nations. The study indicates that the “policies and governing documents for Army leader development are disjointed and dated. Roles and responsibilities for leader development are not clearly defined and are sometimes conflicting.”22 Yet, in its efforts to meet this challenge, “the Army still lacks an integrated Human Development effort . . . [and] . . . internal subject matter expertise in the behavioral, social, and other Human Development sciences,” and must therefore “overly rely on external experts to implement crucial programs.”23 In summary, the evidence indicates that the Army lacks a broadly understood and agreed upon causal theory for how it can assess and develop the personal character of its leaders. While this is important, the second critical question remains: “Are these three assumptions about character development valid?” Assumption: Army soldiers and leaders inherently know what is right and want to live ethically. The assumption that soldiers and leaders inherently know what is right and want to live ethically can be challenged both quantitatively and qualitatively. Quantitative data are available from many sources,

U.S. Army Sgt. 1st Class Kyle Silvernale, a platoon sergeant with Comanche Company, 1st Battalion, 501st Infantry Regiment (Airborne), yells out commands to his unit while on an air assault in the Chugach Range, Joint Base ElmendorfRichardson, Alaska, 12 May 2011.

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September-October 2013 ? MILITARY REVIEW

(U.S. Air Force, Senior Airman Christopher Gross)