Without action to arrest this trend, the Army risks the professional development of its senior leaders as well as its competency as a force to meet the Nation's needs in the years ahead.ĭeveloping promising senior and strategic leaders is an obligation of the military profession. More importantly, the gap between espoused and enacted values is significant and growing. Unfortunately, even with the advances mentioned above, what is presented in official policy as an espoused value does not always translate into what is valued within the Army in the real world. Without doubt, even as we have fought two wars, there have been laudable advances to include an expanded graduate school program, increased numbers of international fellows at our schools, and an effort led by the Chief of Staff of the Army to broaden the experiences of the officer corps with more opportunities to serve in think tanks, interagency positions, and world-class universities.įor the officer corps, this PME program is ingrained from precommissioning through promotion to general officer. It has a strong, established educational program that seeks to provide the right Soldier with the right education at the right time. The Army is arguably the largest and best educational and training institution in the United States. Army during an era of persistent conflict and after 9 years of war, it is time to recapture professional military education (PME) as part of our profession. As the Nation looks to the institution of the U.S. Henry penned "The Clarion Call." This title has become synonymous with a powerful request for action or an irresistible mandate. In 1908, the American short story writer O.
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