This book examines officer in-residence professional military education (PME) as a critical investment in the most important element of our military -- people. The primary purpose of PME is to develop military officers, throughout their careers, for the rigorous intellectual demands of complex contingencies and major conflicts. The authors discuss professional military education two decades after the Goldwater-Nichols Act and the Skelton Panel and provide statements from important hearings on continued engagement.

This book brings together non-Western viewpoints on military pedagogy and professional military education. It contains essays on subjects including large-scale educational reform, civil-military and academic influences on military pedagogy, internationalisation, cross-cultural collaboration, and interoperability within military education.

Professional military education is a complex system that accommodates thousands of Air Force officers yearly. The Air Force needs to rebalance the assignment of students to Air University and to other PME or fellowship programs outside the Air Force.

Since the end of the Cold War, U.S. military forces have participated in an increasingly complex array of military operations, from disaster relief and peacekeeping to deadly combat. The unique nature of many of these missions calls into question what it means to be a soldier and may require adjustments not only in military doctrine, but also in the military's combat-oriented warrior identity. Franke examines the extent to which individuals who will lead U.S. forces in the 21st century are prepared cognitively to shift among mission requirements. Using survey methods, Franke explores the social, political, and professional attitudes and values of cadets at the U.S. Military Academy at West Point. By comparing cadets' responses across classes, he assesses the effects of military socialization on their commitment to the military's dual-mission purpose and their cognitive preparation for combat and non-combat assignments. By developing a dynamic model of social identity, Franke extends the applicability of social identity theory from the experimental laboratory environment to a genuine social field setting. Assessing the dynamic relationship between identity, values, and attitudes for identifications that are normatively meaningful to respondents, he illustrates the importance of individuals' identification with social groups for their behavioral choices.

Leadership development in the military is a multifaceted process that takes place over an officer's entire career. At its most basic level, this development occurs through professional experiences and a progressive series of professional military education, of which joint professional military education (JPME) is a subset. In May 2020, the Joint Chiefs of Staff (JCS) issued a vision statement with guidance and objectives for leadership development in the armed services. This vision calls for an outcomes-based approach that emphasizes ingenuity, intellectual application, and military professionalism. The new approach focuses on what students must accomplish rather than traditional metrics, such as curriculum content or the amount of time spent learning specific material. The JCS also emphasized the need to integrate officer talent management (TM) and JPME because these functions are so closely connected. To support the implementation of this vision, the authors reviewed foundational, policy, and implementation documents; conducted semistructured interviews with senior representatives of relevant joint and service offices; and analyzed officer personnel data. They used these methods to (1) describe joint educational institutions' transitions to an outcomes-based approach, (2) examine performance expectations and the qualities needed in effective joint officers, (3) explore how joint performance is measured, and (4) see how challenges in TM systems and processes affect the implementation of JPME, Phase II. They also provide recommendations for how joint stakeholders and the military services can best integrate the TM and JPME processes to support the outcomes-based approach.

The Noncommissioned Officer and Petty Officer BACKBONE of the Armed Forces. Introduction The Backbone of the Armed Forces To be a member of the United States Armed Forces--to wear the uniform of the Nation and the stripes, chevrons, or anchors of the military Services--is to continue a legacy of service, honor, and patriotism that transcends generations. Answering the call to serve is to join the long line of selfless patriots who make up the Profession of Arms. This profession does not belong solely to the United States. It stretches across borders and time to encompass a culture of service, expertise, and, in most cases, patriotism. Today, the Nation's young men and women voluntarily take an oath to support and defend the Constitution of the United States and fall into formation with other proud and determined individuals who have answered the call to defend freedom. This splendid legacy, forged in crisis and enriched during times of peace, is deeply rooted in a time-tested warrior ethos. It is inspired by the notion of contributing to something larger, deeper, and more profound than one's own self. Notice: This is a printed Paperback version of the "The Noncommissioned Officer and Petty Officer BACKBONE of the Armed Forces". Full version, All Chapters included. This publication is available (Electronic version) in the official website of the National Defense University (NDU). This document is properly formatted and printed as a perfect sized copy 6x9".