The Army S Professional Military Ethic In An Era Of Persistent Conflict Enlarged Edition

As the character of conflict in the 21st century evolves, the Army's strength will continue to rest on our values, our ethos, and our people. Our Soldiers and leaders must remain true to these values as they operate in increasingly complex environments where moral-ethical failures can have strategic implications. Most of our Soldiers do the right thing--and do it well--time and again under intense pressure. But we must stay ever vigilant in upholding our high professional standards, mindful of the strains that accompany repeated combat deployments in the longest war our country has fought with an all-volunteer force. We must think critically about our Professional Military Ethic and promote dialogue at all levels as we deepen our understanding of what this time-honored source of strength means to the profession today.

"This essay offers a proposal for the missing constructs and language with which we can more precisely think about and examine the Army's Professional Military Ethic, starting with its macro context which is the profession's culture. We examine three major long-term influences on that culture and its core ethos, thus describing how they evolve over time. We contend that in the present era of persistent conflict, we are witnessing dynamic changes within these three influences. In order to analyze these changes, we introduce a more detailed framework which divides the Ethic into its legal and moral components, then divide each of these into their institutional and individual manifestations. Turning from description to analysis, we also examine to what extent, if any, recent doctrinal adaptations by the Army (FM 3-0, 3-24, and 6-22, etc.) indicate true evolution in the essential nature of the profession's Ethic. Then, we present what we believe to be the most significant ethical challenge facing the Army profession -- the moral development of Army leaders, moving them from 'values to virtues' in order that they, as Army professionals, can consistently achieve the high quality of moral character necessary to apply effectively and, in a trustworthy manner, their renowned military-technical competencies."--P. x

In this monograph, Colonel Tony Pfaff explores the ethical challenges facing the Army in an era of persistent conflict dominated by a variety of irregular threats. Pfaff argues that these challenges arise because irregular adversaries change the character of their war from imposing one's will on the enemy to compelling the enemy to accept one's interest. While this shift may seem subtle, Pfaff argues, it suggests a number of important practical and ethical implications for our way of war. Formerly, civilians were largely separable from warfighting, meaning that our strategies of annihilation and attrition were the most effective--and ethical--paths to victory. But now, when combating irregular threats, civilians are no longer separable from warfighting. Consequently, strategies of annihilation and attrition not only undermine a successful resolution of the conflict, but they are unethical. This last point suggests that the Army needs to adapt the PME to account for these changes and to adopt a number of policies and procedures to account for the expanded role irregular conflicts demand Soldiers play.

This monograph is the fourth in a series on the Army's Professional Military Ethic (PME) that the Chief of Staff of the Army, General George W. Casey, Jr., inaugurated in October 2009. In his series foreword, General Casey encouraged the Army to "think critically about our PME and promote dialogue at all levels as we deepen our understanding of what this time-honored source of strength means to the profession today." In this monograph, Colonel Tony Pfaff explores the ethical challenges facing the Army in an era of persistent conflict dominated by a variety of irregular threats. Pfaff argues that these challenges arise because irregular adversaries change the character of their war from imposing one's will on the enemy to compelling the enemy to accept one's interest. While this shift may seem subtle, Pfaff argues, it suggests a number of important practical and ethical implications for our way of war. Formerly, civilians were largely separable from warfighting, meaning that our strategies of annihilation and attrition were the most effective-and ethical-paths to victory. But now, when combating irregular threats, civilians are no longer separable from warfighting. Consequently, strategies of annihilation and attrition not only undermine a successful resolution of the conflict, but they are unethical. This last point suggests that the Army needs to adapt the PME to account for these changes and to adopt a number of policies and procedures to account for the expanded role irregular conflicts demand Soldiers play. Colonel Pfaff offers a number of practical measures the Army should take to meet this challenge.

As with the post-Cold War downsizing during the Clinton administration in the late 1990s, one critical challenge for the U.S. Army centers on the qualitative, institutional character of the Army after the reductions-will it manifest the essential characteristics and behavior of a military profession with soldiers and civilians who see themselves sacrificially called to vocation and its service to country within a motivating professional culture that sustains a meritocratic ethic, or will the Army's character be more like any other government occupation in which its members view themselves as filing a job, motivated mostly by the extrinsic factors of pay, location, and work hours? In mid-2010, the Secretary of the Army and the Chief of Staff directed the Commanding General, Training and Doctrine Command, then General Martin Dempsey, to undertake a broad campaign of learning, involving the entire Department. The intent was to think through just it means for the Army to be a profession...