Military Review English Edition September-October 2013 | Page 69

SOLDIER MYTHS ? Develop a written professional ethic reinforced with a robust education and training program that actually prepares soldiers for tough ethical choices. ? Make leader efficiency reports more honest by ensuring text from 360-degree feedback is incorporated into these reports (especially critical for the evaluations of senior leaders). ? Make indicators that a unit is a learning organization an important element of leader evaluations. ? Always integrate moral with operational concerns when teaching military leaders how to successfully “manage violence.”53 Simply avoiding what is clearly illegal should not be the point; striving to do what warring parties and allies will deem “the most just alternative” should be the point. ? Make operational leaders the moral “subject matter experts.” What the Army values. Answering these issues of unlimited deference, self-serving idealizations, exceptionalism, valuing form over substance, manipulative communication, and poor accountability must grow out of leadership. Serious accountability among the leadership and more honesty at the top could go a long way to shoring up self-deception in the force at large. Gauging the force’s opinions on these matters through data may help, but the stewards of the Army Profession should have the wisdom to see further than those they lead. They should seek a better integrity for the force at large. 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