Download Campaign Seeks To Improve Army Profession, Ethics

Campaign Seeks
To Improve Army
Profession, Ethics
he Army is embarking on a reportance and is worthy of our collective
By Rick Maze
newed campaign to improve its
wisdom and judgment,” Odierno wrote.
Editor in Chief
professionalism and strengthen
The Army has had its share of recent
the ethical core of its soldiers with a 10-item de- ethical lapses, as have the other services, which is part of
scription of the moral principles to guide every soldier. A the reason for the urgency, Odierno said. “As the Army
white paper signed in July by Army Chief of Staff Gen. Profession prepares for the environment that lies ahead,
Raymond T. Odierno lays the groundwork for what is be- we must anticipate the unique ethical challenges the future
ing called “The Army Ethic: The Heart of
will present and remain committed to
the Army.” This proposal attempts to
developing Army Professionals of Charshape the professional identity for solacter, Competence and Commitment.
diers and the profession of arms by definClearly articulating our ethic will help us
to the
ing three areas: character, competence
do just that.”
and commitment.
The launch of the Army Ethic is simiIt is not like the Army doesn’t already
lar to the 1998 effort by then-Army Chief
have professional checklists. There are
of Staff Gen. Dennis J. Reimer to include
the seven Army Values, 12 items in the
Army Values in the field manual on
Soldier’s Creed, three General Orders
Army leadership. The preface of the 1999
and a six-part Code of Conduct. The proversion of FM 22-100 said the effort was
posed Army Ethic doesn’t replace those
to combine “existing leadership concepts
old checklists. It adds to them with a
by establishing leadership dimensions
new doctrine intended to define the funand showing how they relate to each
damental nature of being a professional
other.” The Reimer doctrine divided the
soldier. It uses ethic to mean not just right Professional Ethics Development Series leadership framework into character,
and wrong but in the wider sense of the
competence and action, very similar to
word to describe values and the distinctive culture that Odierno’s character, competence and commitment, almakes soldiers unique.
though Reimer’s plan was shortened to “be, know, do.”
In his introduction to the white paper, Odierno calls the “Army leaders must set high standards, lead by example,
Army Ethic a “strategically important initiative,” saying do what is legally and morally right, and influence other
the paper “identifies an omission in our doctrine—the ab- people to do the same. They must establish and sustain a
sence of an articulated, accessible, and understandable ex- climate that ensures people are treated with dignity and repression of the Army Ethic.” He writes, “Professionals are spect and create an environment in which people are chalguided by their ethic; the set of principles by which they lenged and motivated to be all they can be,” the preface
practice, in the right way, on behalf of those they serve.”
says. “Be All You Can Be” was an Army recruiting slogan
Hitting the buzzwords in the new Army Ethic, Odierno for about 20 years, ending in 2001 with the “Army of One”
said those guided by principles are “demonstrating their marketing plan.
Character. This is their identity. Likewise, as Army ProfesReimer’s change in the field manual had one significant
sionals we perform our Duty according to our Ethic. Doing precedent: The Army Values applied to every military and
so reinforces Trust within the profession and with the Army civilian leader and urged them to teach subordinates
American people.
“through action and example” about how to embrace core
“The Army Ethic does exist and emanates from our values, “living them until they become habit.”
foundational heritage, beliefs, traditions, and culture. The
The new white paper sets the same high ground, deintent, therefore, is not to invent the Army Ethic, but rather scribing the Army Ethic way of defining and setting the
to glean its fundamental nature. Doing so is of urgent im- moral and ethical ethos of Army culture. “It explains why
T
STRONG
CORE
November 2014 ■ ARMY 27
Army Chief of Staff Gen. Raymond T.
Odierno discussing the Army Ethic in July.
U.S. Army/David Vergun
ethical conduct is the standard, why unethical practices are not tolerated, and
provides motivation for upholding
Army Values,” the white paper says.
“The ethic also explains what is expected in ethical conduct of the mission,
in the performance of Duty and in all
aspects of life. Thus, it inspires Army
Professionals’ dedication to continuous
development in Character, Competence,
and Commitment.”
Here is the new Army Ethic:
The Army Ethic
The Heart of the Army
Introduction
The Army Ethic defines the moral principles that
guide us in the conduct of our missions, performance of
duty, and all aspects of life. Our ethic is reflected in law,
Army Values, creeds, oaths, ethos, and shared beliefs
embedded within Army culture. It inspires and motivates
all of us to make right decisions and to take right actions
at all times.
The Army Ethic is the heart of our shared professional
identity, our sense of who we are, our purpose in life, and
why and how we serve the American people. To violate
the Army Ethic is to break our sacred bond of trust with
each other and with those whom we serve. Failure to live
by and uphold the Army Ethic brings dishonor on us all
and may have strategic implications for the mission.
Army Professionals fulfill distinctive roles as honorable servants, military experts, and stewards of our profession. By our solemn oath, we voluntarily incur an extraordinary moral obligation inherent in the identity to
which we aspire:
Trustworthy Army Professionals
Honorable Servants of the Nation—
Professionals of Character:
By oath, we support and defend the Constitution, subordinate to civilian authority, and obey the laws of the
Nation and the orders of those appointed over us; we reject and report illegal or immoral orders or actions.
We take pride in honorably serving the Nation with integrity and demonstrating character in all aspects of our
lives.
28
ARMY ■ November 2014
We recognize the intrinsic dignity and worth of all
people, treating them with respect and compassion.
We demonstrate courage by setting the example for
right conduct despite risk, uncertainty, and fear; and we
candidly express our professional judgment to subordinates, peers, and superiors.
Military Experts—Competent Professionals:
We commit ourselves to do our duty, with discipline
and to standard, putting the needs of others above our
own, and accomplish the mission as a team.
We understand the mission may justly require taking
the lives of others while courageously placing our own
lives at risk.
We continuously advance our expertise in the knowledge, skills, and abilities of our chosen profession,
seeking the truth, and striving for excellence through
life-long learning and professional development.
Stewards of the Army Profession—
Committed Professionals:
We uphold the standards of the profession and adhere
to its values; we lead by example and hold ourselves and
others accountable for decisions and actions.
We apply discipline in our use of the resources entrusted to us by the American people; we ensure our
Army is well-equipped, well-trained, and well-led; and
we care for and develop Soldiers, Army Civilians, and
Families.
We develop and sustain Esprit de Corps and persevere, adapt, and overcome adversity, challenges, and setbacks.