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Real Lessons Learned for Leaders after Years of War

机译:多年战争后为领导人学习的真实经验

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In combat, leaders must be aware of the many negative psychological and emotional effects that the stresses and violence of combat may have on their soldiers: the nine constructs we have discussed. Sound pedagogy and planned training throughout our Army can educate, train, and develop our leaders to…rn1. Recognize threatening signs in their soldiers.rn2. Recognize threatening signs in themselves.rn3. Ethically reason.rn4. Recognize an ethical situation that may not be self-evident.rnThe Center for the Army Profession and Ethic is addressing these last two areas. Self-aware leaders should habitually ask themselves and their trusted subordinates if there are any unhealthy signs or indicators in their units. Self-aware commanders should also habitually ask their subordinates what ethical challenges their units are facing or may face in the future.rnIf this ability or knowledge requires a checklist, so be it. The material for the checklist and the curriculum is based on years of lessons learned from our Army-a learning organization. Given the strategic environment in terms of operations in Afghanistan and Iraq, the time seems right to focus on and improve our leader-development schools and programs. We have proposed some specific content to assist in that effort.
机译:在战斗中,领导者必须意识到战斗压力和暴力可能会对士兵产生许多负面的心理和情感影响:我们已经讨论了九种结构。全军的合理教育和有计划的培训可以教育,培训和发展我们的领导者,以达到……rn1。识别士兵中的威胁信号。识别自己身上的威胁信号。从伦理上讲4。认识到可能并非不言而喻的道德状况。rn陆军职业道德中心正在针对这最后两个领域。具有自我意识的领导者应该习惯性地问自己和他们可信赖的下属,他们的单位中是否有不健康的标志或指示器。具有自我意识的指挥官还应该习惯性地询问其下属,其部队将面临或将来可能面临哪些道德挑战。如果这种能力或知识需要核对表,那就这样吧。清单和课程表的材料基于从我们的陆军学习组织获得的多年经验教训。考虑到阿富汗和伊拉克作战的战略环境,现在应该集中精力并改善我们的领导力发展学校和计划。我们已经提出了一些具体的内容来协助这项工作。

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