Finding our Religion: The (Canadian) Chaplaincy Validation
The Royal Canadian Chaplain Service, with its specific training emphasis on ethics and awareness of modern spiritual diversity, could offer a model for the ADF to better meet the spiritual and secular needs of its members.
Losing Our Religion: The ADF’s Chaplaincy Dilemma
With a predicted 75 per cent of ADF members no longer identifying as religious within 10 years, the traditional concept of the Christian chaplain is fast becoming outdated. How does the ADF best provide pastoral care and wellbeing support to an increasingly secularist military force?
An Introduction to Moral Injury in Defence
The difference between an individual who returns from a deployment morally injured, and an individual who returns unharmed, may be defined by whether they can answer the following questions: ‘what do I really believe? Who am I? Where do I belong? What is my purpose?’. Can you answer those questions?
Unsurprisingly, ‘knowing thyself’ is not a standardised training package delivered by Defence. Should it be so the ADF can craft efficient personnel encapsulating the totality of fitness: physical, intellectual, moral/ethical, and spiritual?
The Value of Building Civics Education into Defence
Defence members are not only technical professionals but also instruments of government policy and representatives of Australia's values. They should be equipped with a sound education in civics so they can engage meaningfully and credibly with foreign military personnel, and serve our civilian leaders well.
Understanding the Women, Peace and Security agenda
2020 is a milestone year for the 'Women, Peace and Security' agenda. Chief of Army Scholar, Lyndsay Freeman outlines the basics of this agenda, and how the ADF implements its core principles of supporting women’s meaningful participation in peace processes, prioritising their protection in humanitarian crises, and increasing women’s leadership and decision-making.
The Thinking Combat Brigade: A Dominant and Prestigious Force
Our command teams are charged with constant decision making, on which hinges the success and failure – the life or death – of battles, operations and campaigns. What if the frames of reference we all possess, imposed on us from our similar training, experiences, and culture, could be hindering our ability to make the best decisions? What if we are not as smart as we think we are?
The 2019 ADF Joint Warrant Officer Course in review
Leveraging off the latest Joint Warrant Officer Course (JWOC) conducted in September 2019, the article focuses on the continued development of JWOC as part of the ADF’s Joint Professional Military Education Continuum. The article discusses the positioning of the JWOC course on the JPME Continuum and aims to assist in the preparation of senior ADF Warrant Officers for future Tier B and C appointments. It achieves this by providing an executive-level understanding of contemporary Defence issues at the strategic, operational and functional levels of command through the study of Australia’s Strategic Defence Environment, Joint Capability and Force Design and Command Leadership and Ethics. Most importantly it highlights the fact that a key ‘deliverable’ of the JWOC is to cultivate, in our senior Warrant Officers, the ability to think both critically and strategically.
A Year in the Life of a Staff Officer and a General
Many field grade officers will serve as a Staff Officer / Military Assistant during their career within a single service, joint headquarters, or in an interdepartmental position. This article offers our perspective on the working relationship between Staff Officer and General. We hope it will be useful to those who are stepping into these roles in the future.
Synchronising Counterinsurgency Ops with Effective Intelligence
All combat operations need real-time, concrete intelligence, but the counterinsurgency operations’ (COINOPS) margin of error runs thinnest. In their fast, multidimensional context, COINOPS demand more comprehensive intelligence at platoon/company levels than conventional warfare does. This article explores the need for tactical unit leaders fighting insurgencies to have more intelligence assets available in the field in order to offer swift analyses to aid decision making in highly fluid environments.
Scharnhorst and Professional Mastery
To me, being 'professional' has meant striving for excellence at my everyday job. Until I attended Command and Staff Course at the Australian War College last year, I did not appreciate that being good at my job was not the same as being a military professional. The course broadened my understanding; being a professional requires one to embrace continual learning in all aspects of the profession. I became conscious that through professional mastery, individuals, even those in junior roles, can influence organisational outcomes beyond their job.
Pakistan’s Unconventional War Failure
Since 2009 the Afghan government, with international support, has pursued a policy of opening the door to a political solution to the war in their nation. That policy decision was backed up by a massive push to professionalize the Afghan National Defense and Security Forces (ANDSF) and to continue to militarily pressure the taliban and others on the battlefield. The underlying premise was that the Taliban movement (senior and low-level members) would be forced to react to the legitimate Afghan government olive branch in many ways.
The Competition Prism
“Our traditional way that we differentiate between peace and war is insufficient …….we think of being at peace or war…our adversaries don’t think that way.”
General Joseph F. Dunford, Jr. Chairman of the Joint Chiefs of Staff 21 September and 5 October 2016