EMBRACING CREATIVE DESTRUCTION
DEVELOPING THE FUTURE
The Army needs leader development programs to meet the demands of the new modernization requirements while keeping the acquisition workforce motivated and thinking outside of the box. One such program—Inspiring and Developing Excellence in Acquisition Leaders (IDEAL)— develops skills that facilitate effective communication. Mumbi Thande-Kamiru, center, from the U.S. Army Test and Evaluation Command at Aberdeen Proving Ground, Maryland, asks a question during a January 2020 IDEAL session. (Photo by Ann Vaughan, U.S. Army Acquisition Support Center (USAASC))
The notion that experience makes a leader could not be further from the truth.
66 Army AL&T Magazine Spring 2020
effectiveness dovetail when leaders and employees learn soft skills—emotional intelligence, and its subset, communica- tion. Emotional intelligence is the ability to master one’s emotions and work with the emotions of others to achieve desired outcomes through building effective rela- tionships and communicating.
Te Army operates in a multidimensional environment driven by needs, events and calendars. Te Army Staff College refers to this as a need-, event- and calendar-driven multidimensional operational environ- ment. In particular, the three systems driving the Army’s decision-making are
the Joint Capabilities Integration and Development System; the planning, programming, budgeting and execu- tion cycle; and the Defense Acquisition System. All three combined are responsible for materiel and capability development, and multiyear planning for resources, manpower and programs.
It is common practice to change poli- cies and guidance several times per year while leaving the acquisition work- force to interpret the intent behind the changes. For example, in January 2020, DOD Instruction (DODI) 5000.02T and DODI 5000.02 were issued in efforts to
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