Ethics In The Military Profession

The Army White Paper, The Profession of Arms, provides an insight into what it means for the Army to be a Profession of Arms, what it means to be a professional Soldier, and how Soldiers individually and as a profession meet these aspirations after a decade of war. The Army is made up of numerous jobs that have multiple roles. One in particular is the Human Resource Sergeant. HR Sergeants are a profession of its own; they provide a broader framework for the Profession of Arms, balance the role of the Profession’s leaders, and are greatly influenced by the Army’s professional culture.

The NCO took responsibility for the care and training of Soldiers and provided direction (Headquarters US Army Training and Doctrine Command, 2002, pp. 1-3 and 1-4). The NCOs taking responsibility allowed for the development of professional military educational systems. The professional military education systems led to the increased professionalism of the United States Army. The professionalism attained, maintained and the trust earned has created an American Profession of Arms. The report An Army White Paper: The American Profession of Arms defined Profession of Arms as “a vocation comprised of experts certified in the ethical application of land combat power, serving under civilian authority, entrusted to defend the Constitution and the right and interest of the American people” (p.4).

The Human Resources Sergeant has a crucial role in the Profession of Arms. Over the last decades, the Army faced multiples challenges, in which the leaders has

In the whitepaper “The Profession of Arms” page 2 (Unknown, 2010), it states that “professionals are actually servants”. This statement could not be any truer for any member of the Adjutant General Corps. Members of the Adjutant General Corps are professionals serving professionals. The Army as a whole are the professionals that serve and defend the people of the United States of America, and the Adjutant General Corps serves the Soldiers of the Army.

A Profession of Arms. It is a title that the United States Army currently holds. A Profession that is uniquely separates us based on the lethality of our weapons and operations. Many factors are involved that make what we do in the Army a Profession and not just a job or an occupation. To maintain this idea that what we do is a Profession takes understanding what a Profession is, a tenuous balance by leadership and the culture of the professionals within. As a Human Resource Sergeants, we do not carry the Arms that grant us our lethality, yet we still have a vital role within this Profession of Arms.

To understand whether the Army is a profession of arms, we must understand the term profession and what it takes to be a professional. “Professions use inspirational, intrinsic factors like the life-long pursuit of expert knowledge, the privilege and honor of service, camaraderie, and the status of membership in an ancient, honorable, and revered occupation. This is what motivates true professionals; it‘s why a profession like ours is

Army leaders must balance the link between the Army’s culture and it’s climate and institutional practices. When there is a proper balance it has a huge impact on the mindset of the Army’s Soldiers. Their actions or inactions impacts the five key attributes of the profession, and the four fields of expertise, and have long term effects on the Army’s culture and climate. These actions influence Soldiers’ perceptions that they are serving professional who have answered the call of service to the republic, it is important that Soldiers understand that their role is a calling and not just a job.

A Professional Soldier is someone that makes a commitment of servitude to his or her country. An individual willing to adapt to the nation’s ever-changing needs. A soldier that makes a lifelong commitment to learning and becoming a professional in the Army. The Profession of Arms in the Army means to establish firm ground work of character, ethics and unmatched adaptability in times of warfare. Developing the American Soldier and understanding the Profession of Arms will give insight to how it will benefit future generations in the Army.

The climate is a contrast to the culture. In a zero (The Profession of Arms, 2010) culture, soldiers can feel that they are not trusted and this can create attitudes where transparency and open dialog are not encouraged (The Profession of Arms, 2010). As Human Resources, we want to help with this in providing the best service possible to our fellow soldiers so they will feel that they can be trusted and transparency is very much encouraged. We also want to provide a climate where the Army as an organization provides awards so that fellow soldiers do not feel like they cannot be trusted. Because this attitude does not help with the overall mission of the Army. Espoused Beliefs and Values (The Profession of Arms, 2010) is what the Army says is important through doctrine, and regulations. We

Stewardship of the Army Profession is the last of the Five Essential Characteristics of the Army Profession, but in terms of importance, it is just as, if not more important than the other four. The United States Army’s ADRP-1, or Army Doctrinal Reference Publication 1, even defines stewardship as “the responsibility of Army professionals to ensure the profession maintains its five essential characteristics now and into the future”. Such importance is placed on this characteristic because Stewardship of the Army Profession is the one that ensures the other four are maintained. I sought out the definition of stewardship because despite having spent almost three and a half years and West Point, I was not entirely sure what the doctrine behind Stewardship was. In doing this, I felt like I was better prepared for both this paper and ensuring that the corrections I made were stewarding the profession. With this newly acquired knowledge, I set out to make my corrections.

As stewards of our profession, commanders ensure that military expertise continues to develop and be passed on to aspiring professionals through operational development. It is during this developmental phase that Professional Soldiers put their knowledge and skills to the test. Operational Army units certify and recertify their Professional Soldiers through repetitive and realistic training events including the Combat Life Saver Course, platoon live fires, and exercises at the National Training Center. In the course of these challenging and realistic experiences, the Army’s operational units develop Soldiers and leaders prepared to maintain high standards, discipline, and operational readiness. Operational development and adaptability will continue to drive changes in Army doctrine, organization, leadership, and education as we enter the post-war era. Without this kind of development, the Army could not maintain a well-disciplined professional fighting force.

Leadership, according to the Army doctrine, represents individuals’ ability to influence people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization (“Leadership” FM 6-22). However, the varying characteristics of individuals that the Army attracts may instill this doctrine in many different ways, leading to different representations of leadership. Some individuals choose to lead their subordinate in a stern matter, only displaying matured emotions and a “tough-loving” attitude to guide them in the right direction. Others

Leadership development in the military is critical to its mission and objectives. Understanding and embracing leadership will foster an agile culture and facilitate attainment of strategic goals. People desire quality leadership to assist with achieving their goals, albeit personal or professional development. Having a clear vision and the motivation to perform at high-levels influences others to work synergistically together to achieve organizational goals. Insomuch, employees value being treated respectfully, fairly, and ethically. Leaders serve people best when they help them develop their own initiative and good judgment, enable them to grow, and help them become better contributors.

As the Army transitions from the battlefields of Iraq and Afghanistan, the organization is well served to take a long look in the mirror. After ten plus years of deployments, our combat tested warriors are sure to possess more than enough valuable knowledge to reinforce and improve upon our status as a profession. A TRADOC published paper explains “to be a professional is to understand, embrace, and competently practice the expertise of the profession.” I believe the profession of arms exists and there are many components that reinforce this argument. Among these components, initial entry training and institutional learning, shared values, and a monopoly on our mission are three of the most important tenants. All Soldiers must graduate

Webster’s dictionary defines the word profession as a type of job that requires special education, training, or skill. Many Soldiers would not consider the Army as a profession but a way of life. Some think the word profession belongs to everyday jobs like a plumber, mechanic, or doctor. Dr. Don M. Snider stated “the Army is a profession because of the expert work it produces, because the people in the Army develop themselves to be professionals, and because the Army certifies them as such” (Snider, D. M. 2008). In October 2010, the Secretary of the Army directed the Training and Doctrine Command (TRADOC) to lead an Army wide assessment of the state of the Army Profession. We have been at war as a Country for over a decade and the Army