Military personnel operate in culturally complex environments around the world. Detailed knowledge about current cultural patterns in a particular place can be hard to come by, especially in times of change or disruption. This book provides basic overviews of general concepts and skills that can be used in any situation to build understanding and interact effectively. The concepts and skills presented were developed by an interdisciplinary social science team at Marine Corps University. The authors designed this book to be used by both curriculum developers and military personnel.
"With the ongoing institutionalization of culture-related programs in military Services, the availability of regional and culture-specific education and training, as well as opportunities for building language skills, have improved dramatically since the early 2000s. Equipping military personnel with culture general concepts and skills arose through ad hoc coordination among social scientists and military personnel starting around 2006. The intent was-and is-to complement the regional, culture-specific, and language approaches already in place or being developed. Culture general concepts and skills help make learning about a new area easier, enhance personnel's ability to apply regional and culture-specific knowledge, and improve their ability to interact and operate effectively in culturally complex situations"--
"This textbook is designed to help Marines link concepts of culture to the realities of planning and executing military operations around the world." -- p. 2.
In 1950, when he commissioned the first edition of The Armed Forces Officer, Secretary of Defense George C. Marshall told its author, S.L.A. Marshall, that "American military officers, of whatever service, should share common ground ethically and morally." In this new edition, the authors methodically explore that common ground, reflecting on the basics of the Profession of Arms, and the officer's special place and distinctive obligations within that profession and especially to the Constitution.
This paper examines the function that cross-cultural competence (3C) has for NATO in a military context while focusing on two member states and their armed forces: the United States and Germany. Three dimensions were established to analyze 3C internally and externally: dimension A, dealing with 3C within the military organization;dimension B, focusing on 3C in a coalition environment/multicultural NATO contingent, for example while on a mission/training exercise abroad;and dimension C, covering 3C and NATO missions abroad with regard to interaction with the local population. When developing the research design, the cultural studies-based theory of hegemony constructed by Antonio Gramsci was applied to a comprehensive document analysis of 3C coursework and regulations as well as official documents in order to establish a typification for cross-cultural competence. As the result, 3C could be categorized as Type I – Ethical 3C, Type II – Hegemonic 3C, and Type III – Dominant 3C. Attributes were assigned according to each type. To validate the established typification, qualitative surveys were conducted with NATO (ACT), the U.S. Armed Forces (USCENTCOM),and the German Armed Forces (BMVg). These interviews validated the typification and revealed a varied approach to 3C in the established dimensions. It became evident that dimensions A and B indicated a prevalence of Type III, which greatly impacts the work atmosphere and effectiveness for NATO (ACT). In contrast, dimension C revealed the use of postcolonial mechanisms by NATO forces, such as applying one’s value systems to other cultures and having the appearance of an occupying force when 3C is not applied (Type I-II). In general, the function of each 3C type in the various dimensions could be determined. In addition, a comparative study of the document analysis and the qualitative surveys resulted in a canon for culture-general skills. Regarding the determined lack of coherence in 3C correlating with a demonstrably negative impact on effectiveness and efficiency as well as interoperability, a NATO standard in the form of a standardization agreement (STANAG) was suggested based on the aforementioned findings, with a focus on: empathy, cross-cultural awareness, communication skills (including active listening), flexibility and adaptability, and interest. Moreover, tolerance of ambiguity and teachability, patience, observation skills, and perspective-taking could be considered significant. Suspending judgment and respect are also relevant skills here. At the same time, the document analysis also revealed a lack of coherency and consistency in 3C education and interorganizational alignment. In particular, the documents examined for the U.S. Forces indicated divergent approaches. Furthermore, the interview analysis disclosed a large discrepancy in part between doctrine and actual implementation with regard to the NATO Forces.
With the number of international migrants globally reaching an estimated 272 million (United Nations report, September 2019), the need for intercultural training is stronger than ever. Since its first edition, this handbook has evaluated the methodologies and suggested the best practice to develop effective programs aimed at facilitating cross-cultural dialogue and boosting the economic developments of the countries mostly affected by migration. This handbook builds and expands on the previous editions by presenting the rational and scientific foundations of intercultural training and focuses on unique approaches, theories, and areas of the world. In doing so, it gives students, managers, and other professionals undertaking international assignments a theoretical foundation and practical suggestions for improving intercultural training programs.
The PRC is engaged in political warfare against most countries of the world. This is an aggressive brand of total war that integrates all aspects of PRC national power into its political warfare campaigns. Open societies normally lack government understanding and response to the political warfare threat, therefore typically establishing weak applicable laws and policies to combat it. Consequently, those nations lack national counterpolitical warfare policies, strategies, organizations, and resources. Worse, as many countries do not realize that they are under attack or are in denial of that fact, they are unwilling and or unable to effectively respond. Most countries lost the ability to recognize and combat political warfare nearly three decades ago after the end of the Cold War. The United States, which has historically provided national security focus and resources for its global network of allies and coalition partners, does not teach about PRC political warfare at either the Foreign Service Institute or the Defense Information School, premier institutions where diplomats and military officers prepare to compete on the information battlefield. Further, there are no systematic courses at its National Defense University or various war colleges. Other countries face similar challenges. Democracies are particularly vulnerable to political warfare because they lack the necessary education about the threat, and because the open nature of free societies offers numerous pathways for the PRC to engage in influence and coercion operations. Many authoritarian nations choose to ignore PRC political warfare in their own countries, obtaining validation for their dictatorships from the PRC’s totalitarian rule or fearing they may anger the Chinese Communist Party if they confront it. In order to effectively combat the PRC political warfare threat, democracies must refocus their national security cultures and initiate new governmental and public education programs.
"Operational Culture for the Warfighter: Principles and Applications" is a comprehensive planning tool and reference. It addresses the critical need of the Marine Corps to provide operationally relevant cultural teaching, training, and analysis. This book links social science paradigms to the needs of Marines using an applied anthropology approach. The text explains how fundamental features of culture (environment, economy, social structure, political structure, and belief systems) can present challenges for military operations in different cultures around the globe. Drawing on the research and field experiences of Marines themselves, "Operational Culture for the Warfighter" uses case studies from past and present cross-cultural problems to illustrate the application of cultural principles to the broad expeditionary spectrum of today's and tomorrow's Marine Corps. This new and expanded second edition of "Operational Culture for the Warfighter" extends the concepts of the original edition to the Marine Corps Planning Process. New sections on transportation and communication, law and ethics, and culture and planning will assist both military planners and operators with the practical aspects of incorporating culture into military decision-making.
This manual, TRADOC Pamphlet TP 600-4 The Soldier's Blue Book: The Guide for Initial Entry Soldiers August 2019, is the guide for all Initial Entry Training (IET) Soldiers who join our Army Profession. It provides an introduction to being a Soldier and Trusted Army Professional, certified in character, competence, and commitment to the Army. The pamphlet introduces Solders to the Army Ethic, Values, Culture of Trust, History, Organizations, and Training. It provides information on pay, leave, Thrift Saving Plans (TSPs), and organizations that will be available to assist you and your Families. The Soldier's Blue Book is mandated reading and will be maintained and available during BCT/OSUT and AIT.This pamphlet applies to all active Army, U.S. Army Reserve, and the Army National Guard enlisted IET conducted at service schools, Army Training Centers, and other training activities under the control of Headquarters, TRADOC.
Marine Maxims is a collection of fifty principle-based leadership lessons that Thomas J. Gordon acquired commanding Marines over a career spanning three decades of service. Dealing with the complexities and challenges of the contemporary operating environment requires an internal moral compass fixed true. These maxims focus on developing inner citadels of character, moral courage, and the resilience to persevere in a contested domain where information is key. Its purpose is to provide future leaders with a professional development plan that will steel their resolve and enable them to lead with honor. Thematically, these maxims build upon a foundation of character, courage, and will. To be effective, a leader must model and inspire the will to persevere in the face of danger or adversity. The essence of effective leadership is credibility. A leader’s credibility is derived from a congruence of competence and character. Exceptional leaders are not remembered for what they accomplished, but how they did it. Those that lead with integrity will be remembered as a leader worth following.
