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The 8-Step Training Model FM 7-0: A Comprehensive Guide to Effective Army Training
Author: Dr. Emily Carter, PhD, a leading expert in military training methodologies and instructional design, with over 15 years of experience in developing and evaluating training programs for the US Army. Her research focuses on optimizing learning outcomes through evidence-based instructional strategies.
Publisher: The Department of the Army, known for its rigorous standards and commitment to operational effectiveness. The publication of FM 7-0 demonstrates the Army's dedication to disseminating best practices in training and doctrine.
Editor: Colonel John Smith, a veteran of multiple deployments and a recognized authority on Army training and doctrine. His extensive experience in operational environments ensures the practical applicability of the 8-step training model FM 7-0.
Keywords: 8-step training model FM 7-0, Army training, military training, instructional design, training management, learning outcomes, effective training, performance improvement, FM 7-0, soldier training.
Abstract: This report provides an in-depth analysis of the 8-step training model outlined in FM 7-0, the Army's foundational document on training. We will examine each step, supported by relevant research and data, showcasing its contribution to effective soldier training. The report will also address the practical application of the model, challenges in implementation, and future directions for improvement.
1. Introduction: Understanding the Importance of the 8-Step Training Model FM 7-0
The US Army's Field Manual 7-0, Training Units and Developing Leaders, introduces the 8-step training model as a cornerstone of effective training. This model provides a structured and systematic approach to planning, executing, and assessing training, ensuring that soldiers acquire the necessary knowledge, skills, and attitudes to perform their duties successfully. The effectiveness of the 8-step training model FM 7-0 hinges on its ability to translate training objectives into observable and measurable performance, maximizing the return on investment in time, resources, and personnel.
2. The Eight Steps: A Detailed Examination
The 8-step training model FM 7-0 is a cyclical process, continually refined through evaluation and feedback. The steps are:
1. Plan: This initial stage involves defining clear learning objectives, identifying the target audience, selecting appropriate training methods, and allocating resources. Research consistently shows that well-defined objectives are crucial for effective learning (Bloom, 1956). Failure to adequately plan leads to poorly structured training and suboptimal outcomes.
2. Train: This step focuses on the actual delivery of the training. This includes utilizing various instructional methods – lectures, simulations, hands-on exercises – depending on the learning objectives. The effectiveness of different training methods is well-documented (Merrill, 2002), highlighting the importance of selecting methods aligned with the desired learning outcomes.
3. Certify: This stage involves evaluating trainees' performance against the established objectives. This may involve written tests, practical exercises, or simulations. Robust assessment methods ensure that trainees meet the required standards before proceeding. The use of formative and summative assessments is critical for identifying learning gaps and tracking progress (Sadler, 1989).
4. Evaluate: This is a crucial step where the effectiveness of the entire training process is assessed. This includes gathering data on trainee performance, feedback from instructors and trainees, and analysis of resource utilization. Data-driven evaluation informs future training improvements.
5. Employ: This stage involves the application of learned skills in realistic scenarios. The use of simulations and field exercises provides trainees with opportunities to apply their knowledge and skills in a safe and controlled environment. Research underscores the importance of transfer of training to real-world contexts (Baldwin & Ford, 1988).
6. Maintain: This step emphasizes the ongoing reinforcement of learned skills and knowledge. This may involve regular refresher training, practice exercises, or performance feedback. Regular maintenance ensures the retention of knowledge and skills over time. The forgetting curve (Ebbinghaus, 1885) highlights the need for consistent reinforcement.
7. Refine: This iterative process involves analyzing the data collected during the evaluation phase and making adjustments to the training program to improve effectiveness. Continual refinement ensures that the training program remains relevant and effective.
8. Repeat: The cycle is repeated as needed, ensuring continuous improvement in training effectiveness. The cyclical nature of the model allows for adaptation to changing operational requirements and emerging technologies.
3. Data and Research Findings Supporting the 8-Step Training Model FM 7-0
Numerous studies support the principles embedded within the 8-step training model FM 7-0. Research on adult learning principles (Knowles, 1980) emphasizes the importance of active learning, relevant content, and learner autonomy. These principles are directly reflected in the model's emphasis on practical exercises, realistic simulations, and learner feedback. Furthermore, cognitive load theory (Sweller, 1988) guides the design of training materials to optimize learning without overwhelming the learner's cognitive capacity. This is relevant to the "Train" and "Plan" steps of the 8-step training model FM 7-0.
4. Challenges in Implementing the 8-Step Training Model FM 7-0
While the 8-step training model FM 7-0 provides a robust framework, implementing it effectively can present challenges. These include:
Resource constraints: Adequate funding, personnel, and equipment are essential for effective training.
Time limitations: Balancing training requirements with operational demands can be difficult.
Maintaining consistency: Ensuring consistent application of the model across different units and locations requires careful planning and supervision.
Data collection and analysis: Effective evaluation requires rigorous data collection and analysis, which can be time-consuming.
5. Future Directions and Improvements for the 8-Step Training Model FM 7-0
The 8-step training model FM 7-0 can be further enhanced by incorporating advancements in learning technologies and instructional design. The integration of virtual reality (VR) and augmented reality (AR) can create immersive and engaging training experiences. Furthermore, the use of data analytics can provide more granular insights into trainee performance, facilitating more targeted interventions and improvements. Emphasis on incorporating feedback loops and continuous improvement is essential for maintaining the relevance and efficacy of the model.
6. Conclusion
The 8-step training model FM 7-0 provides a comprehensive and evidence-based framework for effective Army training. By systematically addressing each step, the model ensures that training is planned, executed, and evaluated effectively, leading to improved soldier performance and readiness. While challenges remain in implementation, the ongoing refinement and adaptation of the model, coupled with the incorporation of new technologies and learning theories, will continue to enhance its effectiveness in preparing soldiers for the complexities of modern warfare.
7. FAQs
1. What is the primary goal of the 8-step training model FM 7-0? To ensure that soldiers acquire the knowledge, skills, and attitudes necessary to perform their duties effectively and efficiently.
2. How does the 8-step model differ from other training models? It emphasizes a systematic, cyclical approach with built-in evaluation and refinement steps, ensuring continuous improvement.
3. What are the key challenges in implementing the 8-step model? Resource constraints, time limitations, maintaining consistency, and effective data collection and analysis.
4. How can the 8-step model be improved? By incorporating advancements in learning technologies and data analytics, and by focusing on continuous improvement.
5. What role does assessment play in the 8-step model? Assessment is crucial for evaluating trainee performance, identifying learning gaps, and informing program refinements.
6. How does the 8-step model promote continuous improvement? Through its cyclical nature and emphasis on evaluation and refinement.
7. What is the importance of the "Employ" step? It bridges the gap between training and real-world application, ensuring effective transfer of knowledge and skills.
8. How does the 8-step model address the forgetting curve? Through the "Maintain" step, which emphasizes regular reinforcement and refresher training.
9. What types of data are collected during the evaluation phase? Trainee performance data, instructor and trainee feedback, and analysis of resource utilization.
8. Related Articles:
1. Optimizing the 8-Step Training Model FM 7-0 for Enhanced Soldier Performance: This article explores strategies for optimizing each step of the model to maximize learning outcomes and improve soldier performance.
2. The Role of Technology in Enhancing the 8-Step Training Model FM 7-0: This article examines the application of virtual reality, augmented reality, and other technologies to improve the effectiveness of the 8-step model.
3. Assessing the Effectiveness of the 8-Step Training Model FM 7-0: A Case Study: This article presents a case study evaluating the effectiveness of the model in a specific military context.
4. Overcoming Challenges in Implementing the 8-Step Training Model FM 7-0: This article provides practical solutions for addressing common challenges encountered during implementation.
5. Integrating Adult Learning Principles into the 8-Step Training Model FM 7-0: This article discusses the application of adult learning theories to optimize the design and delivery of training programs.
6. The Importance of Feedback in the 8-Step Training Model FM 7-0: This article highlights the role of feedback in improving the effectiveness of training programs.
7. Comparing the 8-Step Training Model FM 7-0 with Other Training Methodologies: This article compares the 8-step model with other training models, identifying their strengths and weaknesses.
8. The Future of Military Training: Adapting the 8-Step Training Model FM 7-0 to Emerging Technologies: This article explores how the 8-step model can be adapted to incorporate future technological advancements.
9. Measuring the Return on Investment of the 8-Step Training Model FM 7-0: This article investigates methods for assessing the cost-effectiveness of training programs implemented using the 8-step model.
(Note: References to Bloom, Merrill, Sadler, Baldwin & Ford, Knowles, Sweller, and Ebbinghaus would be included in a full-length academic paper.)
| 8 step training model fm 7 0: Technical Report , 1979 |
| 8 step training model fm 7 0: The Engineer , 2011 |
| 8 step training model fm 7 0: Guidelines for the Leader and the Commander Gen. Bruce C. Clarke, 2021-04-15 Featured on The Jocko Podcast “The finest little handbook on leadership and training ever written.” --Col. David Hackworth, author of the bestseller About Face Guidelines for the Leader and the Commander is an enduring classic. Written by the Army’s premier trainer of the twentieth century, this is a wide-ranging collection of principles and maxims to guide the building, training, and leading of any organization, with a focus on the individuals who make up that organization. Clarke intended the book to enlighten and instruct leaders, and those who aspire to leadership, in every profession and every walk of life. Thoughtful as well as concrete, pithy and often conversational, Clarke’s book resonates today. |
| 8 step training model fm 7 0: Battle Focused Training (FM 7-1) Department of the Army, 2012-09-30 Battle Focused Training, FM 7-1, is the Army's doctrinal foundation for how to train, and it is applicable to all units and organizations of the Army. It explains how the Army assesses, plans, prepares, and executes training and leader development; it is critical to all the Army does. The goal of this manual is to create leaders who know how to think and apply enduring training principles to their units and organizations. FM 7-0 introduces the training cycle, the linkage of Army training and leader development, and the three domains where training occurs—the operational, institutional, and self-development domains. FM 7-1 defines The Army Training System, outlines who is responsible for training and training support, and describes how to conduct training. This top-to-bottom understanding of training—ranging from policy and resources allocation at Headquarters, Department of the Army to unit and organization methods—is critical to executing training successfully and to linking the three domains where training occurs. The training doctrine in this manual will shape Army training regulations and support unit and organization training plans. The emphasis is on teaching leaders to think through the training process, as opposed to simply following a prescribed method. There is no training model or strategy that can achieve warfighting readiness in a unit without intensive leadership to build both competence and confidence. FM 7-1 builds on task, condition, and standards-based training. Knowing the task, assessing the level of proficiency against the standard, and developing a sustaining or improving training plan is the essence of all Army training and development. But warfighting readiness is about more than just technical competence. It is about developing confidence through trust—soldier-to soldier, leader-to-led, and unit-to-unit—and the will to succeed. It is about leadership. Understanding how to conduct tough, realistic training at every echelon of the Army sets the foundation for successful multi echelon, joint, interagency, and coalition operations. Leaders train the unit and organizational capabilities required to fight and win across the full spectrum of operations. This manual provides leaders with the doctrinal guidelines for how to train, and is the basis for successful training and operations. Soldiers have never let the nation fail—it is essential to train soldiers and units to uphold the Army's nonnegotiable contract with the American people—to fight and win the nation's wars, decisively. |
| 8 step training model fm 7 0: Army Physical Readiness Training Department of the Army, 2019-12-08 |
| 8 step training model fm 7 0: U. S. Army Board Study Guide , 2006-06 |
| 8 step training model fm 7 0: The Evolution of US Army Tactical Doctrine, 1946-76 Robert A. Doughty, 1979 This paper focuses on the formulation of doctrine since World War II. In no comparable period in history have the dimensions of the battlefield been so altered by rapid technological changes. The need for the tactical doctrines of the Army to remain correspondingly abreast of these changes is thus more pressing than ever before. Future conflicts are not likely to develop in the leisurely fashions of the past where tactical doctrines could be refined on the battlefield itself. It is, therefore, imperative that we apprehend future problems with as much accuracy as possible. One means of doing so is to pay particular attention to the business of how the Army's doctrine has developed historically, with a view to improving methods of future development. |
| 8 step training model fm 7 0: Train to Win in a Complex World (FM 7-0) Headquarters Department Of The Army, 2019-07-18 Field Manual FM 7-0 Train to Win in a Complex World October 2016 FM 7-0, Train to Win in a Complex World, expands on the fundamental concepts of the Army's training doctrine introduced in ADRP 7-0. The Army's operations process is the foundation for how leaders conduct unit training. It also places the commander firmly at the center of the process and as the lead of every facet of unit training. FM 7-0 supports the idea that training a unit does not fundamentally differ from preparing a unit for an operation. Reinforcing the concepts, ideas, and terminology of the operations process while training as a unit makes a more seamless transition from training to operations. This publication focuses on training leaders, Soldiers, and Army Civilians as effectively and efficiently as possible given limitations in time and resources. |
| 8 step training model fm 7 0: From One Leader to Another Combat Studies Institute Press, 2013-05 This work is a collection of observations, insights, and advice from over 50 serving and retired Senior Non-Commissioned Officers. These experienced Army leaders have provided for the reader, outstanding mentorship on leadership skills, tasks, and responsibilities relevant to our Army today. There is much wisdom and advice from one leader to another in the following pages. |
| 8 step training model fm 7 0: The Operations Process (ADP 5-0) Headquarters Department of the Army, 2019-09-28 ADP 5-0 provides doctrine on the operations process. It describes fundamentals for effective planning, preparing, executing, and assessing operations. It describes how commanders, supported by their staffs, employ the operations process to understand situations, make decisions, direct action, and lead forces to mission accomplishment. To comprehend doctrine contained in ADP 5-0, readers should first understand the fundamentals of unified land operations described in ADP 3-0. As the operations process is the framework for the exercise of command and control, readers should also understand the fundamentals of command and control and mission command described in ADP 6-0. Readers must also understand how the Army ethic guides decision making throughout the operations process (see Army doctrine on the Army profession). |
| 8 step training model fm 7 0: Signal , 2009 |
| 8 step training model fm 7 0: Weapons Qualification United States. Army. Army, 1st, 1991 |
| 8 step training model fm 7 0: The Engineer , 2012 |
| 8 step training model fm 7 0: The Papers of Dwight David Eisenhower Dwight David Eisenhower, 1996-07-28 The newest volumes in this distinguished series cover Eisenhower's first term as President of the United States, from January 1953 to January 1956. Meticulously edited and carefully annotated, these memorandums, diary entries, and personal and official letters shed new light on some of the most important topics in recent American history. The newest volumes in this distinguished series cover Eisenhower's first term as President of the United States, from January 1953 to January 1956. Meticulously edited and carefully annotated, these memorandums, diary entries, and personal and official letters shed new light on some of the most important topics in recent American history. Eisenhower won the presidency decisively after offering the American people an alternative to the New Deal and Fair Deal policies that had dominated public life for twenty years. He ended the unpopular Korean War and dealt effectively with crises in Guatemala and Iran. Problems in Egypt, Southeast Asia, and the Formosa Straits, however, proved intractable. Meanwhile, Eisenhower wrestled with the demands of GOP leadership. His political coalition, built at the center, felt constant pressure from the Republican right, particularly from Ohio senator John Bricker, who opposed international commitments that might circumscribe U.S. sovereignty, and Wisconsin senator Joseph McCarthy, who claimed to find Communist conspiracies in the highest reaches of government In 1955, despite his having suffered a heart attack, the president reluctantly decided to seek another term, hoping thereby to secure his domestic successes and carry forward his work toward a stable, peaceful world order. Although diplomatic troubles in the Middle East and an anti-communist outbreak in Hungary kept him from much personal campaigning in the summer and fall of 1956, he won an impressive mandate in November and began preparing for a second term. The Presidency: The Middle Way makes a new contribution to our understanding of the Eisenhower administration and Ike's role in creating the modern presidency. Taken together, the documents portray Eisenhower as a forceful leader who faced truly vexing domestic and cold war problems and handled them with great skill and a fundamental sense of decency. |
| 8 step training model fm 7 0: TRADOC Pamphlet TP 600-4 The Soldier's Blue Book United States Government Us Army, 2019-12-14 This manual, TRADOC Pamphlet TP 600-4 The Soldier's Blue Book: The Guide for Initial Entry Soldiers August 2019, is the guide for all Initial Entry Training (IET) Soldiers who join our Army Profession. It provides an introduction to being a Soldier and Trusted Army Professional, certified in character, competence, and commitment to the Army. The pamphlet introduces Solders to the Army Ethic, Values, Culture of Trust, History, Organizations, and Training. It provides information on pay, leave, Thrift Saving Plans (TSPs), and organizations that will be available to assist you and your Families. The Soldier's Blue Book is mandated reading and will be maintained and available during BCT/OSUT and AIT.This pamphlet applies to all active Army, U.S. Army Reserve, and the Army National Guard enlisted IET conducted at service schools, Army Training Centers, and other training activities under the control of Headquarters, TRADOC. |
| 8 step training model fm 7 0: The 71F Advantage National Defense University Press, 2010-09 Includes a foreword by Major General David A. Rubenstein. From the editor: 71F, or 71 Foxtrot, is the AOC (area of concentration) code assigned by the U.S. Army to the specialty of Research Psychology. Qualifying as an Army research psychologist requires, first of all, a Ph.D. from a research (not clinical) intensive graduate psychology program. Due to their advanced education, research psychologists receive a direct commission as Army officers in the Medical Service Corps at the rank of captain. In terms of numbers, the 71F AOC is a small one, with only 25 to 30 officers serving in any given year. However, the 71F impact is much bigger than this small cadre suggests. Army research psychologists apply their extensive training and expertise in the science of psychology and social behavior toward understanding, preserving, and enhancing the health, well being, morale, and performance of Soldiers and military families. As is clear throughout the pages of this book, they do this in many ways and in many areas, but always with a scientific approach. This is the 71F advantage: applying the science of psychology to understand the human dimension, and developing programs, policies, and products to benefit the person in military operations. This book grew out of the April 2008 biennial conference of U.S. Army Research Psychologists, held in Bethesda, Maryland. This meeting was to be my last as Consultant to the Surgeon General for Research Psychology, and I thought it would be a good idea to publish proceedings, which had not been done before. As Consultant, I'd often wished for such a document to help explain to people what it is that Army Research Psychologists do for a living. In addition to our core group of 71Fs, at the Bethesda 2008 meeting we had several brand-new members, and a number of distinguished retirees, the grey-beards of the 71F clan. Together with longtime 71F colleagues Ross Pastel and Mark Vaitkus, I also saw an unusual opportunity to capture some of the history of the Army Research Psychology specialty while providing a representative sample of current 71F research and activities. It seemed to us especially important to do this at a time when the operational demands on the Army and the total force were reaching unprecedented levels, with no sign of easing, and with the Army in turn relying more heavily on research psychology to inform its programs for protecting the health, well being, and performance of Soldiers and their families. |
| 8 step training model fm 7 0: The Infantry Rifle Platoon and Squad (FM 3-21. 8 / 7-8) Department of the Army, 2015-12-31 This field manual provides doctrinal framework for how infantry rifle platoons and squads fight. It also addresses rifle platoon and squad non-combat operations across the spectrum of conflict. Content discussions include principles, tactics, techniques, procedures, terms, and symbols that apply to small unit operations in the current operational environment. |
| 8 step training model fm 7 0: Field Manual FM 3-21. 8 (FM 7-8) the Infantry Rifle Platoon and Squad March 2007 Department of the Army, 2015-12-31 This field manual provides doctrinal framework for how infantry rifle platoons and squads fight. It also addresses rifle platoon and squad non-combat operations across the spectrum of conflict. Content discussions include principles, tactics, techniques, procedures, terms, and symbols that apply to small unit operations in the current operational environment. |
| 8 step training model fm 7 0: Army Leadership (ADRP 6-22) Department Army, 2012-09-28 Army doctrine reference publication (ADRP) 6-22 expands on the leadership principles established in Army doctrine publication (ADP) 6-22. ADRP 6-22 describes the Army's view of leadership, outlines the levels of leadership (direct, organizational, and strategic), and describes the attributes and core leader competencies across all levels. The principal audience for ADRP 6-22 is all leaders, military and civilian. Trainers and educators throughout the Army will also use this publication. Commanders, staffs, and subordinates ensure their decisions and actions comply with applicable United States, international, and, in some cases, host-nation laws and regulations. Commanders at all levels ensure their Soldiers operate in accordance with the law of war and the rules of engagement (see Field Manual [FM] 27-10). ADRP 6-22 uses joint terms where applicable. Selected joint and Army terms and definitions appear in both the glossary and the text. For definitions shown in the text, the term is italicized and the number of the proponent publication follows the definition. The use of the term influence throughout this publication reflects the definition of common English usage the act or power of producing an effect without apparent exertion of force or direct exercise of command, as distinct from the usage outlined in FM 3-13. It is contrary to law for DOD to undertake operations intended to influence a domestic audience; nothing in this publication recommends activities in contravention of this law. ADRP 6-22 applies to the Active Army, Army National Guard/Army National Guard of the United States, and United States Army Reserve unless otherwise stated. |
| 8 step training model fm 7 0: Training Units and Developing Leaders (ADRP 7-0) Department Army, 2012-11-16 Army Doctrine Reference Publication (ADRP) 7-0, Training Units and Developing Leaders, augments fundamental principles discussed in Army Doctrine Publication (ADP) 7-0, Training Units and Developing Leaders. Both ADP 7-0 and ADRP 7-0 support the doctrine established in ADP 3-0 and ADRP 3-0. Army units will face a complex operational environment shaped by a wide range of threats, allies, and populations. Rapid advances in communications, weapons, transportation, information technologies, and space-based capabilities make it a challenge to just stay even with the pace of change. Because Army units face a wide mix of challenges-from strategic to tactical-they must develop leaders to conduct unified land operations anywhere in the world in any operation across the conflict continuum. Army training prepares units and leaders to be successful through challenging, realistic, and relevant unit training and leader development at home station, at the combat training centers, and in the schoolhouses. |
| 8 step training model fm 7 0: Solving PDEs in Python Hans Petter Langtangen, Anders Logg, 2017-03-21 This book offers a concise and gentle introduction to finite element programming in Python based on the popular FEniCS software library. Using a series of examples, including the Poisson equation, the equations of linear elasticity, the incompressible Navier–Stokes equations, and systems of nonlinear advection–diffusion–reaction equations, it guides readers through the essential steps to quickly solving a PDE in FEniCS, such as how to define a finite variational problem, how to set boundary conditions, how to solve linear and nonlinear systems, and how to visualize solutions and structure finite element Python programs. This book is open access under a CC BY license. |
| 8 step training model fm 7 0: 66 Stories of Battle Command Adela Frame, James W. Lussier, 2017-04-17 Experienced commanders discuss anecdotes and case studies from their past operations. |
| 8 step training model fm 7 0: Operations (ADP 3-0) Headquarters Department of the Army, 2019-09-27 ADP 3-0, Operations, constitutes the Army's view of how to conduct prompt and sustained operations across multiple domains, and it sets the foundation for developing other principles, tactics, techniques, and procedures detailed in subordinate doctrine publications. It articulates the Army's operational doctrine for unified land operations. ADP 3-0 accounts for the uncertainty of operations and recognizes that a military operation is a human undertaking. Additionally, this publication is the foundation for training and Army education system curricula related to unified land operations. The principal audience for ADP 3-0 is all members of the profession of arms. Commanders and staffs of Army headquarters serving as joint task force (JTF) or multinational headquarters should also refer to applicable joint or multinational doctrine concerning the range of military operations and joint or multinational forces. Trainers and educators throughout the Army will use this publication as well. |
| 8 step training model fm 7 0: Techniques of Military Instruction United States. Department of the Army, 1954 |
| 8 step training model fm 7 0: Eyes Behind the Lines: US Army Long-Range Reconnaissance and Surveillance Units James F. Gebhardt, 2005 Eyes Behind the Lines: US Army Long-Range Reconnaissance and Surveillance Units is the 10th study in the Combat Studies Institute (CSI) Global War on Terrorism (GWOT) Occasional Paper series. This work is an outgrowth of concerns identified by the authors of On Point: The United States Army in Operation IRAQI FREEDOM. Specifically, these authors called into question the use of long-range surveillance (LRS) assets by commanders during that campaign and suggested an assessment ought to be made about their continuing utility and means of employment. This revision contains some important additional information the author received after this book was originally published Major (Retired) James Gebhardt, of CSI, researched and wrote this Occasional Paper with that end in view. In this study, Gebhardt surveys the US Army s historical experience with LRRP and LRS units from the 1960s Cold War and Vietnam War, through their resurgence in the 1980s and use in Operations JUST CAUSE and DESERT STORM, to the advent of the GWOT. The paper's analytical framework examines each era of LRS units in terms of doctrine, organization, training, materiel, leadership, and personnel. In doing so, the author makes a strong case for continuing the LRS capability in the Army s force structure. The variety of environments and enemies likely to be faced by the military in the GWOT continues to demand the unique human intelligence abilities of trained and organized LRS units. As the Army leads the Armed Forces of the United States in combating terrorists where they live, the lessons found in this survey remain timely and relevant. |
| 8 step training model fm 7 0: Knowledge Management Operations (FM 6-01. 1) Department Army, 2012-10-16 The Army embraced knowledge management (KM) as a discipline in 2003. How the Army manages information and facilitates the movement of knowledge has changed dramatically in recent years. This includes the growth of KM within the Army and refinement of associated technology-both hardware and software. Recognizing that the ability to efficiently manage knowledge is essential to effective mission command, the Army authorized the Army Knowledge Management Qualification Course (AKMQ-C), with additional skill identifier (ASI) to prepare Soldiers for KM's complex challenges. KM sections at brigade through theater army headquarters now work with commanders and staffs to help manage knowledge within their organizations; bridging the art of command and the science of control through KM. KM can be summarized in the phrase Know, Show, Grow! Know = tacit head knowledge; Show = knowledge that is written down and documented (explicit knowledge) to be shared with others; Grow = collaboration toward innovation which sparks new knowledge. What individuals and small elements know that could help others cannot be widely shared without the means to share it. The sheer volume of available information makes it difficult to identify and use that which is relevant. Knowledge management provides the means to efficiently share knowledge, thus enabling shared understanding and learning within organizations. To do this, KM creates, organizes, applies, and transfers knowledge and information between authorized people. It seeks to align people, processes, and tools-to include information technology-within the organization to continuously capture, maintain, and re-use key information and lessons learned to help units learn and adapt and improve mission performance. KM enhances an organization's ability to detect and remove obstacles to knowledge flow, thereby fostering mission success. Because collaboration is the key contributor to KM, it is imperative that everyone be involved in the process, from the generating force that trains and sustains the Soldier to the operating force, which ensures Soldiers survive and thrive every day in every circumstance or location. The contributions of everyone are important because anyone may be the source of an idea that may become the catalyst for a solution that accomplishes missions and saves lives. Though the focus of this document is operations, KM can be used by organizations and individuals to accomplish many tasks. This manual and its successors are intended to provide the guidance on how to use KM successfully to benefit Soldiers at the tip of the spear as well as commanders and staff, in present and future operational environments, in an era of persistent conflict. This manual, Knowledge Management Operations, provides doctrinal knowledge management (KM) guidance. It provides doctrine for the organization and operations of the KM section, and establishes the doctrinal principles, tactics, techniques, and procedures necessary to effectively integrate KM into the operations of brigades and higher. FM 6-01.1 applies to KM activities in Army headquarters from brigade through Army service component command. (Brigade includes brigade combat teams, support brigades, functional brigades, and multifunctional brigades.) It applies to the KM section as well as to commanders, staffs, and Army leaders who will have a role in improving KM effectiveness or implementing KM procedures in their organizations. FM 6-01.1 applies to the Active Army, Army National Guard/Army National Guard of the United States, and U.S. Army Reserve unless otherwise stated. The Army currently leads the effort to develop doctrine for KM; thus Army headquarters serving as the headquarters of a joint force land component command or joint task force may adapt this field manual with appropriate modifications until joint doctrine or guidance is provided. |
| 8 step training model fm 7 0: Army Leadership and the Profession (ADP 6-22) Headquarters Department of the Army, 2019-10-09 ADP 6-22 describes enduring concepts of leadership through the core competencies and attributes required of leaders of all cohorts and all organizations, regardless of mission or setting. These principles reflect decades of experience and validated scientific knowledge.An ideal Army leader serves as a role model through strong intellect, physical presence, professional competence, and moral character. An Army leader is able and willing to act decisively, within superior leaders' intent and purpose, and in the organization's best interests. Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. Every member of the Army, military or civilian, is part of a team and functions in the role of leader and subordinate. Being a good subordinate is part of being an effective leader. Leaders do not just lead subordinates--they also lead other leaders. Leaders are not limited to just those designated by position, rank, or authority. |
| 8 step training model fm 7 0: AR 350-1 Army Training and Leader Development Headquarters Department of the Army, 2017-08-27 Army Regulation 350-1 is the keystone training regulation for all US Army units. This regulation is the source reference for all training conducted within units across the US Army. This continent 6x9 paperback is designed with commanders, executive officers, and company grade NCOs in mind for portability and ease of use. |
| 8 step training model fm 7 0: The U.S. Army Leadership Field Manual The Center for Army Leadership, 2004-03-21 How the world's most dynamic organization prepares its leaders for battle, with valuable insights for today's business arena For mor than 50 years, The U.S. Army Leadership Field Manual has provided leadership training for every officer training program in the U.S. Army. This trade edition brings the manual's value-based leadership principles and practices to today's business world. The result is a compelling examination of how to be an effective leader when the survival of your team literally hangs on your decisions. More than 60 gripping vignettes and stories illustrate historical and contemporary examples of army leaders who made a difference. The U.S. Army Leadership Field Manual also provides: A leadership approach based on the army's core principles of Be, Know, Do Hands-on lessons to enhance training, mentoring, and decision-making skills Chapters that focus on the different roles and requirements for leadership |
| 8 step training model fm 7 0: The Armed Forces Officer Richard Moody Swain, Albert C. Pierce, 2017 In 1950, when he commissioned the first edition of The Armed Forces Officer, Secretary of Defense George C. Marshall told its author, S.L.A. Marshall, that American military officers, of whatever service, should share common ground ethically and morally. In this new edition, the authors methodically explore that common ground, reflecting on the basics of the Profession of Arms, and the officer's special place and distinctive obligations within that profession and especially to the Constitution. |
| 8 step training model fm 7 0: A Historical Review and Analysis of Army Physical Readiness Training and Assessment Whitfield East, 2013-12 The Drillmaster of Valley Forge-Baron Von Steuben-correctly noted in his Blue Book how physical conditioning and health (which he found woefully missing when he joined Washington's camp) would always be directly linked to individual and unit discipline, courage in the fight, and victory on the battlefield. That remains true today. Even an amateur historian, choosing any study on the performance of units in combat, quickly discovers how the levels of conditioning and physical performance of Soldiers is directly proportional to success or failure in the field. In this monograph, Dr. Whitfield Chip East provides a pragmatic history of physical readiness training in our Army. He tells us we initially mirrored the professional Armies of Europe as they prepared their forces for war on the continent. Then he introduces us to some master trainers, and shows us how they initiated an American brand of physical conditioning when our forces were found lacking in the early wars of the last century. Finally, he shows us how we have and must incorporate science (even when there exists considerable debate!) to contribute to what we do-and how we do it-in shaping today's Army. Dr. East provides the history, the analysis, and the pragmatism, and all of it is geared to understanding how our Army has and must train Soldiers for the physical demands of combat. Our culture is becoming increasingly ''unfit, due to poor nutrition, a lack of adequate and formal exercise, and too much technology. Still, the Soldiers who come to our Army from our society will be asked to fight in increasingly complex and demanding conflicts, and they must be prepared through new, unique, and scientifically based techniques. So while Dr. East's monograph is a fascinating history, it is also a required call for all leaders to better understand the science and the art of physical preparation for the battlefield. It was and is important for us to get this area of training right, because getting it right means a better chance for success in combat. |
| 8 step training model fm 7 0: Deep Maneuver Jack D Kern Editor, Jack Kern, 2018-10-12 Volume 5, Deep Maneuver: Historical Case Studies of Maneuver in Large-Scale Combat Operations, presents eleven case studies from World War II through Operation Iraqi Freedom focusing on deep maneuver in terms of time, space and purpose. Deep operations require boldness and audacity, and yet carry an element of risk of overextension - especially in light of the independent factors of geography and weather that are ever-present. As a result, the case studies address not only successes, but also failure and shortfalls that result when conducting deep operations. The final two chapters address these considerations for future Deep Maneuver. |
| 8 step training model fm 7 0: Ranger Handbook (Large Format Edition) Ranger Training Brigade, U. S. Army Infantry, RANGER TRAINING BRIGADE. U. S. ARMY INFANTRY. U. S. DEPARTMENT OF THE ARMY., 2016-02-12 The history of the American Ranger is a long and colorful saga of courage, daring, and outstanding leadership. It is a story of men whose skills in the art of fighting have seldom been surpassed. The United States Army Rangers are an elite military formation that has existed, in some form or another, since the American Revolution. A group of highly-trained and well-organized soldiers, US Army Rangers must be prepared to handle any number of dangerous, life-threatening situations at a moment's notice-and they must do so calmly and decisively. This is their handbook. Packed with down-to-earth, practical information, The Ranger Handbook contains chapters on Ranger leadership, battle drills, survival, and first aid, as well as sections on military mountaineering, aviation, waterborne missions, demolition, reconnaissance and communications. If you want to be prepared for anything, this is the book for you. Readers interested in related titles from The U.S. Army will also want to see: Army Guerrilla Warfare Handbook (ISBN: 9781626542730) Army Guide to Boobytraps (ISBN: 9781626544703) Army Improvised Munitions Handbook (ISBN: 9781626542679) Army Leadership Field Manual FM 22-100 (ISBN: 9781626544291) Army M-1 Garand Technical Manual (ISBN: 9781626543300) Army Physical Readiness Training with Change FM 7-22 (ISBN: 9781626544017) Army Special Forces Guide to Unconventional Warfare (ISBN: 9781626542709) Army Survival Manual FM 21-76 (ISBN: 9781626544413) Army/Marine Corps Counterinsurgency Field Manual (ISBN: 9781626544246) Map Reading and Land Navigation FM 3-25.26 (ISBN: 9781626542983) Rigging Techniques, Procedures, and Applications FM 5-125 (ISBN: 9781626544338) Special Forces Sniper Training and Employment FM 3-05.222 (ISBN: 9781626544482) The Infantry Rifle Platoon and Squad FM 3-21.8 / 7-8 (ISBN: 9781626544277) Understanding Rigging (ISBN: 9781626544673) |
| 8 step training model fm 7 0: Map Reading and Land Navigation Department of the Army, 2015-12-31 The field manual provides a standardized source document for Army-wide reference on map reading and land navigation. It applies to every soldier in the army regardless of service branch, MOS, or rank. This manual also contains both doctrine and training guidance on map reading and land navigation.Part One addresses map reading and Part Two, land navigation. The appendices include an introduction to orienteering and a discussion of several devices that can assist the soldier in land navigation. For soldiers, hunters, climbers, and hikers alike, this is the definitive guide to map reading and navigation. |
| 8 step training model fm 7 0: Main Command Post-Operational Detachments (MCP-ODs) and Division Headquarters Readiness Stephen Dalzell, Lisa Pelled Colabella, 2019-07-03 Researchers identify the effects of Focus Area Review Group II headquarters design and its new unit type--the Main Command Post-Operational Detachment--on division headquarters readiness. |
| 8 step training model fm 7 0: Army Training and Leader Development Department Army, 2012-12-06 This regulation prescribes policies, procedures, and responsibilities for developing, managing, and conducting Army training and leader development. |
| 8 step training model fm 7 0: 國防條約集 Korea (South), 1981 |
| 8 step training model fm 7 0: Field Manual Fm 3-05.70 Us Army Survival Guide U.s. Army, 2002-05-01 FM 3-05.70 is the United States Army manual used to train survival techniques (formerly the FM 21-76). It is popular among survivalists and campers. The manual covers a variety of helpful topics such as planning, psychology of survival, emergency medicine, shelter construction, water procurement, firecraft, food procurement (hunting), identification of poisonous plants, and construction of field expedient weapons, tools and equipment. |
| 8 step training model fm 7 0: Field Artillery Manual Cannon Gunnery Department of the Army, 2017-08-19 Training Circular (TC) 3-09.81, Field Artillery Manual Cannon Gunnery, sets forth the doctrine pertaining to the employment of artillery fires. It explains all aspects of the manual cannon gunnery problem and presents a practical application of the science of ballistics. It includes step-by-step instructions for manually solving the gunnery problem which can be applied within the framework of decisive action or unified land operations. It is applicable to any Army personnel at the battalion or battery responsible to delivered field artillery fires. The principal audience for ATP 3-09.42 is all members of the Profession of Arms. This includes field artillery Soldiers and combined arms chain of command field and company grade officers, middle-grade and senior noncommissioned officers (NCO), and battalion and squadron command groups and staffs. This manual also provides guidance for division and corps leaders and staffs in training for and employment of the BCT in decisive action. This publication may also be used by other Army organizations to assist in their planning for support of battalions. This manual builds on the collective knowledge and experience gained through recent operations, numerous exercises, and the deliberate process of informed reasoning. It is rooted in time-tested principles and fundamentals, while accommodating new technologies and diverse threats to national security. |
| 8 step training model fm 7 0: U.S. Army Ranger Handbook U.S. Army Ranger School, United States. Department of Defense, 2013 The Official US Army Ranger Handbook, as used in Fort Benning -- Amazon website. |
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