Generational Theory and the U.S. Army: Harnessing the True Power of Human Capital
Abstract
Understanding and integrating generational theory strategies that focus on capitalizing on the strengths and aptitudes of future generations can yield significant efficiencies for the U.S. Army, specifically with regard to a comprehensive strategy implemented through the Army Leader Development Strategy. Given numerous predictions of what the contemporary operating environment will look like over the next 10-15 years, it is clear that there will be no shortage of difficult, ambiguous, and tenuous situations. Combine this with the generation gap that has continued to grow, and in five years the services will consist of four distinct generations. Never before have the most junior personnel been more diametrically different than their senior leaders. These circumstances will create the perfect storm, or perhaps the perfect opportunity, if immediate action is taken. An aggressive generational strategy must be implemented, starting with the Army Leader Development Strategy. The noncommissioned officer education system and the officer education system already provide the framework for jump starting such a strategy. This strategy must include modernizing the equipment, methods, and techniques that are used to train initial entry personnel. An equally robust program must be undertaken to educate senior leaders on the benefits of adopting such initiatives. Studies must be done using the doctrine, organization, training, material, leadership, personnel, and facilities (DOTMLPF) framework to identify the holistic changes that are sure to result from the increased efficiencies of this strategy.
Document Details
- Document Type
- Technical Report
- Publication Date
- Apr 01, 2011
- Accession Number
- ADA600819
Entities
People
- Ryan Schrock
Organizations
- Marine Corps University