Officer Education and Training in the Age of Social Challenges Prof. Jūratė Novagrockienė

Contents Components of military capacities Postmodern officer Dynamics of challenges in the global perspective New or/and old requirements of officer education?

Kariniai gebėjimai Moralinis komponentas Konceptualusis komponentas + = Fizinis komponentas + Weaponry, equipment, infrastructure Etc. Military capacities Moral Component Conceptual component + = Physic component + Army discipline, training, believies, endurance, Support of society, determination etc Concepts, Tactics Doctrine, Strategy etc HUMAN FACTOR

Armed forces variables Early Modern ( ) Late Modern ( ) Postmodern (since1990) Perceived threatEnemy invasion Nuclear warSubnational (e.g., ethnic violence, terrorism) Force structureMass armyLarge professional army Small professional army Major mission definition Defence of homeland Support of alliance New missions (peackeeping, humanitarian) Dominant military professional Combat leaderManager or technition Soldier statesman, Soldier scholar

University degree Military diploma Leadership Millitary education and training: operational and strategic level Service in the Multinational AF The postmodern officer (versatile, intellectual) EducatIonEducatIon TraInIngTraInIng MORAL COMPONENT – the postmodern soldier

Challenges Dynamic global security environment New threats Controversial political will Financial crisis Officer education and training High technologies Physic reality vs virtual reality Assymetric war Peacekeeping Fighting non military security threats (terrorism, ecological, industrial disasters)

Challenges in conflict zone International enviroment, international law, humanitarian law, for instance, Key Provisions of SCR 1325 Chanching character of war and conflicts: partisan, civilian war; drug wars, soldiers against civilians Military service in different cultural context and in multicultural armed forces, women integration Impact of thechnology: high technology vs traditional weaponry; Civilian technicians assist the Army in many fields

Challenges of the military organization Revision of military values: integration is based on equal citizens rights to take part in the military affairs Opinion that women in the army leads to decline of the military ethos (Mitchel 1998), it is loosing discipline, quality as a mean of violence in critical situations Due women the military became similar to the rest organizations in society

Impact of economic downturn Budgetary restraints resulted in shortages of supply (uniforms, equipment, night binoculars, tight ordnance in training fields) and affects the AF cohesion and morale Cancellation of conscription is controversial issue in the AF od different countries, it affects motivation and performance of soldiers especially among officers Problems with recruitment to rankers as well as thoughtless planning of personnel restraints training process (young officers need to have to command squad or platoon of rankers)

Conclusion The most dramatic change within the armed forces relates to the change of their mission -transition from the state defense function to the participation in combined international operations and the collective security system with NATO Hybrid war and relations with civil population in conflict zones increased needs for an internal- educational program accenting the broader purpose and nonmonetary values of military service

Conclusion Is it the solution - a “plural military” which would heighten the distinction within the armed service between the more civilianized support components and the more military operational units? If civilian component inside the military can satisfy technical needs of AF the officers education has to more universal Economic downturn and force downsizing due the financial crises should not degrade the quality of officer education and training

a “plural military” which would heighten the distinction within the armed service between the more civilianized support components and the more military operational units; (2) trading off future pay raises for maintenance of noncash benefits; (3) shifting the role of the senior noncommissioned officer away from emphasis on unit administration and toward more concern with the guidance of lower-ranking enlisted personnel; (4) an internal-educational program accenting the broader purpose and nonmonetary values of military service; (5) a recruitment policy allowing short tied to post-service educational benefits, and geared toward combat arms and relatively nontechnical assignments;

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