DIRECTIONS: 1. Reply to FOUR peer discussion papers (attached) with a minimum of 4-5 sentences. 2. Utilize active voice and consider your purpose and audience. 3. The assignment evaluation criteria: VIEW RUBRIC (attached) and read below. RUBRIC • Understanding of Readings and Outside Relevance: Discussion postings display an excellent understanding of the required readings and underlying concepts including correct use of terminology. Postings integrate an outside resource, or relevant research, or specific real-life application (work experience, prior coursework, etc.) to support important points. Well-edited quotes are cited appropriately. No more than 10% of the posting is a direct quotation. • Participation in the Learning Community: Discussion postings are at midpoint or later in the term or contributions are only posted on the last day of the term and -respond to most postings of peers several days after the initial discussion - discussion postings respond to most postings of peers outside a 48 hour period -discussion postings are distributed throughout the term (not posted all on one day or only at the beginning or only on the last day of the term) - three replies generated with essay submitted. • Etiquette in Dialogue with Peers: Written interactions on the discussion board show respect and sensitivity to peers' gender, cultural and linguistic background, political and religious beliefs, and sexual orientation. Adherence to custom, courtesies’, and basic email etiquette when address peers. • Quality of Writing and Proofreading: Written responses are free of grammatical, spelling or punctuation errors. The style of writing facilitates communication. • References: References contains more than required scholarly academic reference and text reference. Three or more provided. #4 of #4 Criteria 20 Points Discussion postings display an excellent understanding of the required readings and underlying concepts including correct use of terminology. Postings integrate an outside resource, or relevant research, or specific real-life application (work experience, prior coursework, etc.) to support important points. Well-edited quotes are cited appropriately. No more than 10% of the posting is a directquotation. 20 Points Discussion postings are at midpoint or later in the term or contributions are only posted on the last day of the term and:-respond to most postings of peers several days after the initial discussion- discussion postings respond to most postings of peers outside a 48 hour period-discussion postings are distributed throughout the term (not posted all on one day or only at the beginning or only on the last day of the term)- three replies generated with essay submitted 20 Points Written interactions on the discussion board show respect and sensitivity to peers' gender, cultural and linguistic background, political and religious beliefs, and sexual orientation. Adherence to custom, courtesies’, and basic email etiquette when address peers. 20 Points Written responses are free of grammatical, spelling or punctuation errors. The style of writing facilitates communication. 20 Points References contains more than required scholarly academic reference and text reference. Three or more provided. References DISCUSSION ASSESSMENT RUBRIC Levels of Achievement Total 100 Points Understanding of Readings and Outside Relevance Participation in the Learning Community Etiquette in Dialogue with Peers Quality of Writing and Proofreading CULTURAL AWARENESS IN THE MILITARY 2 Abstract Since the creation of the United States Army, certain issues have had one point of view. Men married only women, women aren’t authorized in combat positions, and people are born male or female with no option of changing these understandings. I the last few years, the military including the Army, has recognized the cultural shift in understanding of these factors. The military has learned each Soldier has their own identity, cohesion affects how people work with different identities, and unit climate directly affects how Soldiers interact with different identities. Leaders in the United States Army have an ongoing obligation to maintain professionalism and enforce the most current and accurate doctrine; through this accomplishment we are able to lead our Soldiers from an equal sense of opportunity. CULTURAL AWARENESS IN THE MILITARY 3 Leadership Responsibilities with Cultural Awareness in the Military Non-Commissioned Officers (NCOs) in the military are entrusted with taking care of and development of the men and women of the armed services; this task can't be overlooked. Within the last few years there have been a few major shifts in the regulatory guidelines in regards to Equal Opportunity (EO). The Department of Defense (DoD), has recognized same sex marriage, authorized females in combat positions, and created guidelines to gender transformation. Soldiers are unique with their own identity. Unit cohesion must have all leaders’ attention. Unit climate is a direct representation of how much individual respect Soldiers have for each other. Although I have not personally come across any gender transformation issues in my career, I have seen dysfunctional approaches to same sex marriage and females in combat. As leaders, we must understand that not everyone will have to same view on something that has been only seen one way since the creation of the Army. I have seen good and bad examples on how to handle cultural issues as NCOs. My goal is to share some of these experiences and provide specific examples and my learning points. My medical platoon dealt with problems dealing with their identities, had little team cohesion, and the climate was very poor. Medical Platoon Situation When I was conducting my left-seat right-seat as the medical Platoon Sergeant (PSG), of a 43 medics, I quickly realized the overall morale level amongst the Platoon. Soldiers were not motivated to perform any task, to include trauma lanes, which I have never seen before in a group of medics. The Platoon included a few same sex marriages, one of which hid her marital status in fear of some sort of reprisal from peers. We had multiple female medics; unfortunately, the leadership did not allow the female medics be in the line companies directly. Despite this action being against Army policy, “With the opening of all remaining positions in conventional CULTURAL AWARENESS IN THE MILITARY 4 force units to women, the Army no longer has a separate policy for the assignment" (Army Directive 2016-01, 2016, p.1), the unit claimed there would be Sexual Harassment Assault and Response Program (SHARP) "issues" if the females were "on the line". I felt empathetic to all the Soldiers in that unit, because I had never seen these sorts of issues so blatantly displayed in the Chain of Command (CoC). They had to deal with not being able to make career enhancing decisions because of their sex and orientation. Identities within Culture The largest obligation I feel that NCOs have is to understand our formations are comprised of Soldiers from all around the world; they all have different cultural upbringings. Having a comprehension of how our Soldiers think is detrimental to our interactions and professional relationships with them. Each and every Soldier in our formation has an identity. The combination of personal belief systems MUST not create small groups within the teams; instead we must learn to blend understanding with acceptance, and still maintain uniformity of standards across the Army. As leaders, we must be adaptable to each person in our approach and manners with communication. Utilization of the experiential learning module helps us understand our interactions with our Soldiers actually change them and make them learn "good" and "bad" habits. "Leadership is affected by a person's character and identity" (ADP 6-22, Army Leadership, 2012, p.6). The leader's identity displays the presence that Soldiers see daily. Our actions will impact our subordinates’ lives. It is illogical to assume our Soldier's character and identity don't play a key role in their development. They rely on us to provide the very discipline standards that allow them to have an identity. NCOs have a duty to develop the Soldiers we are CULTURAL AWARENESS IN THE MILITARY 5 responsible for. The best way to mold a subordinate, in my opinion, is to appeal to their needs and personal values. Each member of my team had a voice, a brain, and the capability to grow far beyond any expectation. It was difficult to take the time to talk with each Soldier, and maintain the operation tempo in the unit. Slowly the team began to grow comfortable with themselves and each other. A few Soldiers actually told me that no one had talked to them like I had, and they knew I genuinely cared. Leaders who show that they don't care about their team will destroy self-motivation before it ever manifests. Hearing my Soldiers opinions and simply getting them to talk was beneficial to changing the overall team cohesion. Building team cohesion starts with knowing each member of the team. Cohesion Cohesion is defined as "a condition in which people or things are closely united" by Merriam-Webster dictionary (www.Merriam-Webster.com). As we all know, it is impossible to be united to someone we don't know very well. Leaders have the obligation to ensure the team respects one another. Once respect is established, then all members of the team can focus on the mission. The moment any team eliminates petty quarrels, is when truly effective teams are born. Innovation can be a great tool to build cohesion. Due to the Army's approach on training and readiness through mandated mass gatherings for everything, most initiatives become watered-down and lose their genuine factor. Teams need to understand that they are valued and appreciated. Leaders see a great improvement when their people feel like contributing members of the team (Success Secrets from Silicon Valley, 1996, p.37-44). I learned a lot from my Platoon. They taught me how valuable it was to take time and encourage them to work together. Like any leader I started with CULTURAL AWARENESS IN THE MILITARY 6 what I know how to do; training. With small drills of battle-buddy carrying each other, they learned the battlefield doesn’t discriminate in any way. As Soldiers, we can’t discriminate in any way for many reasons, but if nothing else, we are professionals. Additionally, leaders have an obligation to create team cohesion that facilitates an effective and healthy unit climate. Climate "Create a positive environment inspires an organization's climate and culture" (ADP 6-22, Army Leadership, 2012, p.8) I am not afraid to say the truth; even when NCOs have the tools (rules and regulations) to maintain standards of discipline, there are times when the higher leadership is the actual problem. It doesn't take much to create a climate. Something as simple as an observed behavior can begin to mold what the Soldiers believe is appropriate. I remember being in a Command and Staff meeting when a major made a comment about a female lieutenant in the unit. He said something along the lines of her lack of leadership skills were because she was a woman. The whole room became silent and awkward looks were exchanged by everyone. This major was shortly relieved after this incident. Tying Everything Together The unit climate greatly changed when the leadership changed out, over the course of about six months. Professionalism was a top priority of the new leadership which made the world of difference. Team cohesion became obvious as all Soldiers began to respect one another as Soldiers, and not by a sub-category of sex, orientation, or any other group protected by equal opportunity (EO). All leaders have a demanded set of rules and regulations that promote the acceptance of individual identity. Respecting each other and the outside organizations we work with, creates a cohesive environment which promotes healthy unit climate. These forms of professionalism are absolutely critical to allow Soldiers to desire to improve themselves and their CULTURAL AWARENESS IN THE MILITARY 7 subordinates. I believe each leader has the power to create a better more professional Army by respecting their team. CULTURAL AWARENESS IN THE MILITARY 8 References Dictionary: Search the Merriam-Webster dictionary first. Here's why...(n.d.). Retrieved May 14, 2017, from https://www.merriam-webster.com/ James, G. (1996). Success Secrets from Silicon Valley: How to Make Your Teams More Effective. New York, NY: Times Books (Random House). USA, Secretary of the Army, Washington. (2016). Army Directive 2016-01 (Expanding Positions and Changing the Army Policy for the Assignment of Female Soldiers) USA, Headquarters, Department of the Army. (2012). Army Leadership (pp. 8-15) USA, Headquarters, Department of the Army. (2013). Preparing and Managing Correspondence USA, United States Department of Defense. (2016). TRANSGENDER SERVICE IN THE U.S. MILITARY An Implementation Handbook