If you’ve ever read an Army manual and thought you could make it better if only the Army would give you a chance, your moment has arrived.”

--Army Times

For the first time, the Army is using wikis to update its doctrine. The pilot program—Army Tactics, Techniques and Procedures (ATTP)—converts the contents of field manuals into a wiki format and posts them online. Anyone with an AKO account can edit the manuals by submitting changes in the wiki system. ATTP is a pilot program with seven manuals:

FMI 3-04.155 Army Unmanned Aircraft Systems Operations
FM 3-07.20 Modular Brigade Augmented for Security Force Assistance
FM 3-21.9 The SBCT Infantry Rifle Platoon and Squad
FM 3-09.15 Site Exploitation
FM 3-97.11 Cold Weather Operations
FM 5-19 Composite Risk Management
FM 6.01-1 Knowledge Management Section

The software powering ATTP is the same software Wikipedia employs. Users can submit changes, review changes proposed by others, search documents and view previous versions of the field manuals. By converting manuals into wikis, the Army hopes to make doctrine a living document and reduce the traditional three to five year period it takes to staff and write field manuals. This system will allow lessons learned in the field to become an immediate part of doctrine, with rapid dissemination. More than 200 manuals are slated to be converted into ATTPs.

The ATTP program is a collaborative effort among several Combined Arms Center subordinate organizations: Battle Command Knowledge System, the Combined Arms Doctrine Directorate and personnel at Fort Huachuca implemented the program in less than two weeks. During the 90-day trial period, site managers will refine their own TTPs for running this kind of collaborative endeavor.

After receiving comments on the manuals, site managers and subject matter experts will review the comments and adjudicate them with existing content and other suggestions. This manner of continuously updated field manuals will ensure doctrine creation is an all-embracing, grassroots effort that serves the needs of our Soldiers more effectively.

Where does this effort fit within big Army? In an interview last fall, GEN Peter Chiarelli, Vice Chief of Staff of the Army, spoke about using technology to communicate more effectively and share information.

“We have to find a way to flatten our organizations and pass information faster than we’ve ever passed it before. Take advantage of these tools. There’s a natural tendency not to. There’s a natural tendency to go back to our hierarchical nature, our bureaucratic ways.”

In other words, by participating and supporting ATTP, you are helping drive institutional change within our Army. By embracing technology, the Army can save money, break down barriers, streamline processes and build a bright future.

To access ATTP click here or sign into AKO, click on the “Self Service” tab, select “My Doctrine” and find “ATTP Pilot” on the left hand side of the page.

Please contribute to our Army’s store of knowledge and share your insights through ATTP. This is a great opportunity to flatten traditional Army hierarchy and leverage technology to benefit Soldiers who are deployed or training to deploy.

Frontier 6 is Lieutenant General William B. Caldwell, IV, Commanding General of the Combined Arms Center at Ft. Leavenworth, Kansas, the command that oversees the Command and General Staff College and 17 other schools, centers, and training programs located throughout the United States. The Combined Arms Center is also responsible for: development of the Army's doctrinal manuals, training of the Army's commissioned and noncommissioned officers, oversight of major collective training exercises, integration of battle command systems and concepts, and supervision of the Army's Center for the collection and dissemination of lessons learned.

Continue reading "Want to Change Army Doctrine? Do Something!" »

Commanding General, Combined Arms Center, Response to Small Wars Journal Blog Post, “Afghanistan, What Lessons to Apply from Iraq”

The discussion unfolding here and on the COIN Center’s blog is an important one, since the situation in Iraq continues to improve while in Afghanistan it deteriorates. As ideas of an Afghan “surge,” similar to the course of action adopted in Iraq, circulate among decision makers, the nuances of the Afghanistan situation remain particularly relevant. GEN Petraeus recently noted in a New York Times interview, “The first lesson, the first caution really, is that every situation like this is truly and absolutely unique, and has its own context and specifics and its own texture.” In light of these remarks, what are the peculiarities and strategic nuances inherent in the Afghanistan situation?

The Army Field Manual, FM 3-07, “Stability Operations,” states, “Understanding is fundamental to planning. Without understanding, commanders cannot establish the situation’s context.” Adopting a “Comprehensive Approach” that includes understanding regional dynamics is central to crafting any kind of successful Afghan strategy. Pakistan, seeking strategic depth, has systematically sought influence within Afghanistan for decades. If the Kashmir conflict was resolved and tensions reduced between India and Pakistan, the latter would no longer need to pursue the strategic depth Afghanistan could provide. Reconciling regional conflicts should be a part of any Afghan strategy.

Afghanistan does not have a tradition of a strong central government. The kind of government NATO helps Afghanistan build is of paramount importance. Perhaps a federal system with much more power vested in regional and even local entities would allow tribal structures the autonomy they have historically enjoyed. As COL Roper noted, the bottom up method of building security was one of the keys to success in Iraq. That being said, building governmental capacity is also important. Afghanistan throughout its governing structures needs the kind of mentoring PRTs can provide. The Vietnam-era CORDS program is an example of the kind of interagency cooperation and unity of effort required to build governmental capacity down to sub-district levels.

GEN Petraeus has also noted that reconciliation must become a key line of effort. The Army’s new Stability Operations doctrine emphasizes the roles that disarmament, demobilization and reintegration play in security sector reform. Again, the diverse capabilities inherent in PRTs could assist training and reforming Afghan security forces, while legal assistance might strengthen the Afghan judiciary. Long term stability will emerge only when Afghan police forces protect Afghan citizens and enforce the rule of law through a functioning Afghan court system.

Finally, developing Afghanistan’s infrastructure must remain a priority. More money is spent each month in Iraq than has been spent on Afghanistan infrastructure since 2001. The judicious use of CERP funds is a start. However, as some commentators noted in the COIN Center blog, training Afghanis in various trades is a necessary part of building Afghan capacity and enhancing employment opportunities. Human resource development is one of the main elements of capacity building, as emphasized in the Stability Operations doctrine.

Frontier 6 is Lieutenant General William B. Caldwell, IV, Commanding General of the Combined Arms Center at Ft. Leavenworth, Kansas, the command that oversees the Command and General Staff College and 17 other schools, centers, and training programs located throughout the United States. The Combined Arms Center is also responsible for: development of the Army's doctrinal manuals, training of the Army's commissioned and noncommissioned officers, oversight of major collective training exercises, integration of battle command systems and concepts, and supervision of the Army's Center for the collection and dissemination of lessons learned.

Continue reading "CAC CG Response to SWJ Blog Post “Afghanistan, What Lessons to Apply from Iraq”" »

Yesterday our Nation lost one of our finest leaders, Tony Snow, who passed away at age 53 after a long struggle with cancer. Tony was a man who was deeply committed to his faith, family, and to his fellow man. Tony also passionately supported our men and women serving in uniform and was deeply moved anytime he had the opportunity to speak with them and hear the stories of their bravery and sacrifice.

I had the honor of communicating with Tony on a weekly basis while I was assigned to the Multi-National Force-Iraq (MNF-I) as the chief spokesman. During this extraordinarily challenging period of time Tony continually provided me, and everyone else, with a renewed sense of pride in our mission. As a personal friend and mentor, he was an adamant supporter of our efforts to communicate all that was being accomplished by the Coalition Force and the Iraqi people during a very tumultuous period in our Nation’s history. Even though his own health was failing, he provided us in Iraq with a renewed sense of purpose and enthusiasm every time we spoke.

Tony leaves behind a loving wife, Jill and three beautiful children, son Robbie and daughters, Kendall and Kristi. I would ask each of you to keep Jill and the children in your thoughts and prayers.

He also leaves behind a legacy of character in leadership, compassion for the hurting, and commitment to serving others. Each of us who had the honor of knowing him has been deeply enriched by his friendship.

George Washington once said “Few men have virtue to withstand the highest bidder.”

Tony Snow was one of those few men.

Bill Caldwell

Continue reading "Remembering Tony Snow" »

Four years ago Corporal Jason Dunham did the unimaginable when an insurgent tossed a grenade into the middle of his unit. In a split second, he placed the welfare of his comrades above his own. Covering the grenade with his Kevlar helmet and his body, he saved the lives of the Marines around him. Tragically, he died of his wounds eight days later. Jason’s actions may come as a shock to us, but not to the people who knew him because they reflect the character of the man he was.

Jason was always concerned for others. He had extended his term of enlistment because he wanted to stay with his squad for their entire tour in combat. His good friend, Lance Corporal Mark Dean said “you’re crazy, why would you do that?” Jason’s response was “I want to make sure everyone makes it home alive. I want to be sure you go home to your wife alive." Shortly before deploying to Iraq, Lance Corporal Dean was a little short on cash and Jason bought him a phone card so he could call his wife.

From his first day in the Marines, Corporal Dunham stood out for his outstanding leadership abilities. One of his leaders, Staff Sergeant John Ferguson, said he showed "the kind of leadership where you're confident in your abilities and don't have to yell about it." A fervent patriot, his father, Dan Dunham said "Jason believed that all men on this earth should be free."

No, Corporal Jason Dunham’s actions were no surprise to the people who knew him because Jason was a man of character and integrity, a selfless servant and leader. He embodied all the qualities we want in the men and women serving in our military. Jason also had something extra; the dedication to go above and beyond the call of duty, to care just a little more.

I am always amazed to hear stories like Jason’s; amazed, but also thankful. Thankful that people like Deb and Dan Dunham raised a young man with Jason’s character, compassion, and concern for others. Thankful that our nation always seems to produce another generation of heroes who are willing to step up and serve when their nation calls.

For his actions that day, Corporal Jason Dunham was awarded the Congressional Medal of Honor. At that time, it was only the second Medal of Honor awarded for actions during the Global War on Terrorism. The first was to SFC Paul Smith of the US Army and the other two were awarded to Lieutenant Michael Murphy and Petty Officer Michael Monsoor both of the US Navy. They each made the ultimate sacrifice. Now it is our job to ensure their sacrifice and the lives they lived will never be forgotten.

On April 14th 2008, let’s honor the incredible sacrifice of Corporal Jason Dunham and those who loved him so dearly.

Continue reading "Remembering our Heroes" »

The Army’s new operations manual, FM 3-0, will be released in February – the manual has a combination of "evolutionary" and "revolutionary" concepts.  Much of the doctrine may be evolutionary, while its impact on the force and the application of the doctrine will be revolutionary. 

Some aspects are evolutionary (strategic context, operational environment, full spectrum operations, command and control, etc.).

Other aspects are revolutionary (stability operations co-equal with offense and defense, emphasis on information engagement, requirements for leaders to be competent with both lethal and non-lethal (soft power) applications of combat power).

There are some elements of the doctrine that are evolutionary – but this is not just a natural evolution of the previous FM 3-0, but rather a maturing of some of the concepts (such as information superiority and changes in the operational environment) that existed in the 2001 document.  But – it is important to note that the 2001 edition of FM 3-0 was developed and published prior to 9/11; as a result of 9/11 and OEF and OIF there are some revolutionary changes that go beyond evolutionary change or simply a maturing of concepts.

To reflect on the size and scope of changes in the doctrine, I look back to the Army of pre-9/11:

Continue reading "Evolution vs. Revolution: FM 3-0" »

The technology of the Twenty-first Century – the “new media” – has made it possible for virtually anyone to have immediate access to an audience of millions around the world and to be somewhat anonymous. This technology has enabled and empowered the rise of a new enemy. This enemy is not constrained by the borders of a nation or the International Laws of War. The new media allows them to decentralize their command and control and disperse their elements around the globe. They stay loosely connected by an ideology, send cryptic messages across websites and via e-mail and recruit new members using the same new media technologies.

Responding to this challenge requires changes in our approach to warfare. The one thing we can change now does not require resources – just a change in attitudes and the organizational culture in our Army. Recent experiences in Iraq illustrate how important it is to address cultural change and also how very difficult it is to change culture: After MNF-I broke through the bureaucratic red-tape and was able to start posting on YouTube, MNF-I videos from Iraq were among the top ten videos viewed on YouTube for weeks after their posting. These videos included gun tape videos showing the awesome power the US military can bring to bear. Using YouTube – part of the new media – proved to be an extremely effective tool in countering an adaptive enemy. Here are some areas that our Army will need to address if we are going to change our culture with respect to this critical area...

Continue reading "Changing the Organizational Culture (Updated)" »