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The Great Captains of Chaos: Developing Adaptive Leaders

机译：混沌大队长：培养适应能力强的领导者

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摘要

As a junior staff captain, I observed an officer record brief (ORB) scrub of the majors inbound to my unit. The brigade personnel officer (S1) sorted the ORBs first into U.S. Command and General Staff Officer Course (CGSOC) resident and nonresident graduates. The brigade executive officer (XO) then wanted to know which resident CGSOC graduates had served as observer/controllers (O/Cs) at the National Training Center. The S1 dutifully read the background of each officer. As he did so, he came across one I thought was quite promising—an officer who had light, airborne, and heavy experience and a master's degree in Arabic studies from an Ivy League school. The XO, however, directed the S1 to "[s]end that [expletive] back to corps. We don't need any smart guys down here." Surely, the unit did not need an Arabic-speaking foreign area officer with tactical experience across the heavy-light spectrum! While this was admittedly a singular event, the story resonates throughout the officer assignment and selection system and is reinforced by the actions of many senior mentors.
机译：作为下级上尉，我观察到一个军官简要记录（ORB）擦洗进入本单位的各专业的情况。旅人事官员（S1）首先将ORB分为美国指挥官和总参谋官课程（CGSOC）居民和非居民毕业生。然后，该旅的执行官（XO）想知道哪些CGSOC居民是在国家培训中心担任观察员/控制员（O / Cs）的。 S1忠实地阅读了每位军官的背景。当他这样做时，他遇到了一个我认为非常有前途的人-一名军官，经验丰富，经验丰富，经验丰富，并从一所常春藤盟校获得了阿拉伯语研究硕士学位。但是，XO指示S1“将（专业）返回军团。我们在这里不需要任何聪明的人。”当然，该部队不需要拥有在整个强光谱范围内都有战术经验的讲阿拉伯语的外勤人员！虽然这被认为是单一事件，但故事在整个人员分配和选拔系统中引起共鸣，并且在许多高级指导老师的帮助下得到了巩固。

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  • 来源
    《Military review》 |2006年第1期|p.64-70|共7页
  • 作者

    F. John Burpo;

  • 作者单位

    5th Squadron, 2d Cavalry Regiment, Fort Lewis, Washington;

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  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类 军事;
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