Profession of Arms lesson covers strategic docs

1.1 Welcome to the Profession of Arms lesson. In this lesson you will learn about:
 the Profession of Arms White Paper
 the Mission Command White Paper
 the Theory of Special Operations
 SOCOM 2020 and
 the USSOCOM Operating Concept
Click next to continue.
1.2 To achieve the outcomes for this lesson we will structure it in the following
manner:
 Conduct a pre-assessment to see what you already know about the
concepts. Don't worry about how you do on this pre-assessment, it is
a tool for you to recognize what you know and don't know.
 Review of key strategic documents.
 Conduct a post-assessment to ensure you captured key concepts.
 Provide an overview of the assignment associated with this lesson.
Click next to get started.
1.3 The reason this lesson appears first in this program is that the documents we
review set the strategic direction for the joint force and USSOCOM. By gaining
a clear understanding of what each of the documents is trying to
communicate, you will attain a better grasp on the current strategic direction
and how it directly impacts you, the senior enlisted leader. There are, of
course, higher order strategic documents than these, such as the National
Security Strategy, National Defense Strategy and the National Military Strategy.
We will look at these documents throughout this course as well. By gaining an
understanding of the Joint and SOF specific strategic guidance documents,
you will be able to see clearly how they fit into the National Strategic
documents. Being able to identify a task or activity at the tactical level and
draw the line all the way up that task to support the National Security Strategy
is a skill you will learn in this program.

Click next to start the pre-assessment.
1.4 Choose all of the following that are basic principles of mission command.
1.5 The key attributes of Mission Command are:
1.6 ________ stands out as the defining element that has enabled our military to
endure extended combat.
1.7 Select the terms that are NOT one of the Six Principles of Special Operations
from the choices below.
1.8 Match the priority with the correct description.
1.9 Choose all the following major trends that impact SOF and frame their
operational challenges in the current and future SOF operating environments.
2.1 In this section we are going to discuss the details of the Profession of Arms
White Paper from the Chairman of the Joint Chiefs of Staff. As part of your
assigned readings from the week you should have already read this white
paper. If not, take a few minutes and read it now. A copy is located in the
resources section on the top of this page. Click next if you have read the
white paper.
2.2 We are not a profession simply because we say we're a profession. We must
continue to learn, to understand, and to promote the knowledge, skills,
attributes and behaviors that define us as a profession. Renewing our
commitment to the Profession of Arms is essential to ensure we maintain the
best led and best trained force in the world. Leadership is the foundation of
our profession.
Next, we will watch a video on The Profession of Arms. This video is U.S. Army
specific but the points contained within have applicability throughout all the
services. Since this is a joint course, you will be exposed to many different
resources from throughout the services. It is important to focus on the
message contained within rather than who or where it is coming from. Click
play to begin.

For your first assignment you will be asked to write a short paper on your
professional experience related to the Profession of Arms. The three questions
you must answer are similar to the ones proposed in the video:
1. What does it mean to you to have your service referred to as a Profession
of Arms?
2. What does it mean to be a professional service member?
3. After 12+ years of war, how are we as individual professionals and as a
profession meeting the aspirations you described in question 2?
Just think about these questions now. At the end of this lesson you will be
given direction on how to develop and submit your assignment.
2.3 The Profession of Arms demands its members live by the values described in
the "City on the Hill" metaphor. Which of the statements below best describes
the metaphor?
2.4 Each service has its own set of values, values that guide your daily behavior
and activities and values that you have internalized and made your own. These
are the joint values that shared throughout the joint force and act as our
calling cards. We will get into each of the values in depth in a later lesson.
2.5 Your profession is a calling requiring unique expertise to fulfill the collective
responsibility of the American people, "provide for the common defense and
secure the blessings of liberty".
Our profession is defined by our values, ethics, standards, code of conduct,
skills and attributes.
We are all accountable for meeting ethical and performance standards in our
actions and similarly, accountable for our failure to take action, when

appropriate.
2.6 Watch this short clip from General Dempsey on his thoughts about trust and
leadership. Click play to start.
Based upon what you just watched in the video, what type of trust does a
leader with humility build effectively? Choose one.
2.7 Watch this short clip from General Dempsey on his thoughts about leadership.
Click play to start.
According to GEN Dempsey, which of the following is the most important in
leadership?
2.8.1 Strength in diversity of Service cultures and their unique characteristics lies in
the adaptability and versatility they provide to the Joint Force across the range
of military operations when operating as a team.
Click the file cabinet icon to read a short news article.
2.8.2 Although this article speaks to a single field uniform, the issue that GEN
Dempsey raises is that the uniforms reflect differences in services. Why are
these differences important to the joint force?
2.9 The capstone project of this entire program really centers around this point.
What will the Joint Force look like in 2020 and what leadership skills do you as
a Senior Enlisted Leader need to have in order to meet the challenges of an
ever increasing set of complex problems? Throughout the course we will peel
this onion one layer at a time. Your role in this whole program is to embrace
this educational opportunity and take a deep look at yourself, your service and
USSOCOM and identify ways in which the NCO can support the respective
missions. In GEN Dempsey's last line in his Profession of Arms white paper he
summarizes the way ahead by stating, "We must ensure we remain responsive
and resilient; the American people deserve nothing less".
3.1 In this section we are going to discuss the details of the Mission Command
Whitepaper from the Chairman of the Joint Chiefs of Staff. As part of your

assigned readings from the week you should have already read this white
paper. If not, take a few minutes and read it now. A copy is located in the
resources section on the top of this page. Click next if you have read the
white paper.
3.2 Take a look at this spaghetti chart that outlines the complexities of
Afghanistan Stability and COIN. This is what GEN Dempsey is referring to
when he states: "An increasingly competitive and interconnected world raises
the potential for conflicts and crisis to escalate in multiple domains.
Concurrently, the expansion and diversification of asymmetric threats will
significantly challenge our ability to effectively execute military operations."
In order to meet the challenges of these asymmetric threats there will be a
need for, "Smaller units enabled to conduct decentralized operations at the
tactical level with operational/strategic implications will be increasingly the
norm." "Smaller, lighter forces operating in an environment of increased
uncertainty, complexity and competitiveness will require freedom of action to
develop the situation and rapidly exploit opportunities."
3.3 The commander is the central figure in mission command. In mission
command, the commander must understand the problem, envision the end
state and visualize the nature and design of the operation. Critically, he must
understand the intent of the mission given to him. The commander, upon
understanding the problem, envisioning the end state and visualizing the
design, must now clearly understand what his subordinates can do, and trust--
but not blindly--them to do it.
3.4 The commander is the central figure in mission command. In mission
command, the commander must understand the problem, envision the end
state and visualize the nature and design of the operation. Critically, he must
understand the intent of the mission given to him. The commander, upon
understanding the problem, envisioning the end state and visualizing the

design, must now clearly understand what his subordinates can do, and trust--
but not blindly--them to do it.
3.5 Distinguishing between the different attributes of mission command is critical
in recognizing how mission command operates effectively. First, there must be
understanding. Understanding equips leaders at all levels with insight and
foresight to make effective decisions, manage risk and consider the order of
effects. Next there is intent. Intent is the clear and concise expression of the
purpose of the operation and the desired military end state. Intent fuses
understanding, assigned mission and direction to subordinates. Finally, there is
trust. Coupled with shared understanding and intent, trust is the moral sinew
that binds the distributed operations together. Combined, these attributes
represent the foundation of mission command.
3.6 The key attributes described in the previous section are the center of gravity in
instilling mission command. These traits must be instilled in leadership so they
are instilled throughout the force. Mission command is fundamentally a
learned behavior. Leaders must be educated to have the cognitive ability to
understand, to receive and express intent, to take decisive initiative within
intent, and to trust. As education develops leaders, training prepares units for
operational duty. Training in mission command is about building teams. These
teams must have implicit communication between them, guided and enabled
by common understanding of intent, and accelerated by deep trust. Education
is key in teaching understanding, intent and trust. Training is the direct
application of these things to prepare units for its application in the real
world.
3.7 Select all the statements that relate to the way ahead for mission command to
be instilled throughout the force.
3.8 We will not embrace mission command from a simple combination of policy,
doctrine, education, and training. These guide and shape, but they do not
create belief and capability. Understand my intent: I challenge every leader in
the Joint Force to be a living example of mission command.
You have my trust.

4.1 To satisfy his thesis requirement for Naval Postgraduate School, ADM
McRaven developed The Theory of Special Operations in 1993. The concepts
and principles contained within the paper and thereafter the book, Spec Ops:
Case Studies in Special Operations Warfare and Practice, have all been
foundational to his development of the strategic vision for USSOCOM. It is
important to understand the key concepts presented in this book as they are
represented in both SOCOM 2020 and the SOF Operating Concept. The
previous section spoke to understanding, intent and trust in regards to
mission command. Understanding the theory behind the actions allows you to
better focus on intent and trust the vision and direction.
4.2 One of the key concepts discussed in the Theory of Spec Ops that is threaded
through the USSOCOM strategic guidance is relative superiority. We dive into
this concept deeper in the next lesson but this is a good point to introduce
the concept.
The concept of relative superiority lies in the ability to understand what
positive forces and negative frictions can influence the success of the mission.
It exists when an attacking force, generally smaller, gains a decisive advantage
over a larger enemy.
This graph best explains the concept.
The X axis is time. The Y axis is the probability of mission completion. The
intersection is the point of vulnerability which is when the attacking force
reaches the enemy's first line of defense. The area of vulnerability is a
function of mission completion over time. The longer it takes to gain relative
superiority, the larger the area of vulnerability.
Three basic factors of relative superiority are:

 Relative superiority is achieved at the pivotal moment in an engagement
 Once relative superiority is achieved, it must be sustained in order to
guarantee victory.
 If relative superiority is lost, it is difficult to regain.
Relative superiority is a goal of SOF under most circumstances. The
equipment, skills, training and support are all designed to help SOF achieve
relative superiority whenever possible.
4.3 The next logical question is how does SOF achieve relative superiority? ADM
McRaven explains this by the using the Six Principles of Special Operations.
Surprise- The Doctrine of Joint Special Operations states that surprise is the
ability to "strike the enemy at a time or place, or in a manner in which he is
unprepared." Surprise means catching an enemy off guard.
Speed- Get to your objective as soon as possible. Any delay will expand your
area of vulnerability and decrease your opportunity to achieve relative
superiority.
Purpose- The purpose must be clearly defined by the mission statement and
be understood by everyone in the engagement. The second aspect of the
principle of purpose is that there must be personal commitment by everyone
involved. In the words of Captain Otto Skorzeny, "When a man is moved by
pure enthusiasm and by the conviction that he is risking his life in a noble
cause..he provides the essential elements for success."
Security- For planning purposes, the enemy is prepared for an attack, however
many of the case studies reveal that the timing and means of insertion must
be unknown to the enemy.
Repetition- In the preparation phase, repetition is indispensable in eliminating

barriers for to success.
Simplicity-There are three elements of simplicity critical to success: limiting the
number of objectives, good intelligence, and innovation.
As the frictions of war try and topple Relative Superiority, the moral factors of
courage, intellect, boldness and perseverance provide an opposing force to
ensure Relative Superiority is achieved.
4.4 Watch this video and determine how the area of vulnerability was shortened,
how relative superiority was gained (4 guys vs. camp) and what principles of
special operations were employed.
4.5 This section is rather short and concise. We will use these principles often
throughout the course. By understanding these key principles you will be more
equipped to appreciate intent and better primed to instill trust in those that
lead you and those you lead.
5.1 Take a second to read this short excerpt from the introduction to USSOCOM
2020. In the last sentence two words should jump out at you...understanding
and trust. Where have you see those two concepts before?
That's right, mission command. The strategic direction of USSOCOM is based
upon guidance from the Chairman Joint Chiefs of Staff. As you begin to look
at all the strategic documents all the way up to the National Security Strategy,
look for the themes that bind them all together. It will help you understand
more and recognize the intent quicker.
5.2 Read the last paragraph on page 1 and the first paragraph on page 2 of
SOCOM 2020. A copy is located in the resource section of this lesson.
Based on what you have read, which term below do you think best
characterizes the thoughts presented? Choose one.

5.3 As stated previously, SOCOM 2020 is based upon the Chairman's Strategic
Direction. The Chairman's Strategic Direction is based upon the SECDEF's
strategic guidance which ultimately is based upon the President's National
Security Strategy. We will revisit this strategic flow often as it is critical to
mission command that there is understanding and recognition of intent.
Based upon the Defense Strategic Guidance, USSOCOM has developed four
priority lines of operation. These are:
1. Win the current fight
2. Expand the global SOF network
3. Preserve the force and families and
4. Responsive resourcing.
Click next to focus on some key areas related to the four priorities.
5.4 Win the Current Fight: The current focus is on Afghanistan. Achieving unity of
effort by aligning U.S. and Coalition SOF under a single SOF command is a
priority.
Expand Global SOF Network: Constrained resources require prevention and
deterrence of conflicts through partnerships with allies and partners.
Preserve Force and Families: People are more important than hardware. To
ensure readiness, SOF warriors and families must be cared for.
Responsive Resourcing: USSOCOM has an obligation to train, educate, and
equip the warriors from whom we ask so much in a manner that is disciplined
and thoughtful.
5.5 The Global SOF Enterprise will become a globally networked force of Special
Operation Forces, Services, Interagency, Allies and Partners able to rapidly or
persistently address regional contingencies and threats to stability.
The SOF operator understands and practices the principles of Mission

Command and decentralized operations. They cultivate a bias for action in
their subordinates, develop mutual trust and understanding, and exercise
moral nerve and restraint.
6.1 The last strategic document we are going to discuss in this lesson is the SOF
Operating Concept. The SOF operating concept builds on Defense Strategic
Guidance, SOCOM 2020 and the Chairman's Capstone Concept for Joint
Operations and provides an unconstrained view of how SOF will operate in the
future.
6.2.1 The future is impossible to predict. Although the strategic environment
remains uncertain, complex, and volatile, trends exist. The following major
trends impact SOF and frame their operational challenges in 2020 and beyond.
Click each box above to learn more.
6.2.2 Transnational and trans-regional non-state actors apply power and influence
previously available only to nation-states. Some criminal organizations, violent
extremist organizations, local agents of instability, and super-empowered
individuals threaten U.S. national interests.
6.2.3 Urbanization and population shifts to littoral-based environments, combined
with increased transparency and access to information, continue to drive
socio-cultural changes that shape how SOF operate.
6.2.4 Regional powers such as Russia, China, India, Indonesia, Brazil, Nigeria, South
Africa, Turkey, and Iran assert growing power and influence. Competing
political, social, or economic systems continue to seek a more favorable global
balance of power as they adapt and co-evolve. Sub-state actors (e.g., clans,
tribes, ethnic and religious minorities) seek greater autonomy from the central
government.
6.2.5 Global communications, social networking, and other agents of globalization
continue to accelerate the speed, scope, scale, and reach of problems. These

aspects of globalization fuel resentment and resistance within traditional non-
Western societies being assimilated into the new globalized world.
6.2.6 The commercialization of space and cyberspace, and evolving technologies
continue to alter societies and their security forces in unpredictable ways.
6.2.7 State and non-state adversaries converge and collaborate around shared
interests and ideologies to threaten U.S. and foreign partners’ shared interests.
They attempt to counter the logic and tempo of how the United States fights,
exhaust the collective will of the American people, deplete U.S. national
resources, and force the United States to assume a defensive posture.
6.3 One of the important concepts you will be introduced to in this class is the
basics of environmental analysis, problem identification and approach
selection. Within the SOF Operating Concept there is a great example of this
in action. The environment is detailed on the left. Next comes the problem
statement. How will USSOCOM optimize and exploit the Global SOF Network
to protect and advance U.S. national interests in an unstable, complex, and
transparent world? Finally there is the approach; SOF conduct core activities
with a focused, balanced approach through small-footprint distributed
operations to understand and influence relevant populations. USSOCOM
optimizes and exploits the Global SOF Network to provide strategic options
for National Leadership in support of U.S. Government efforts to enhance
stability, prevent conflicts, and when necessary, fight and defeat adversaries.
We will cover the concept of environment, problem and approach in much
more detail later in this course.
6.4 Read pages 4-9 in the USSOCOM Operating Concept. After you have read the
pages, match the concept with the correct statement.
7.1 Congratulations on completing the lesson! In this lesson, you learned about
the Profession of Arms White Paper, the Mission Command White Paper, the
Theory of Special Operations, SOCOM 2020 and the USSOCOM Operating
Concept. You can refer back to this lesson at any time during your
coursework if you need help. The lesson resources that have been provided
throughout this presentation are listed here and are available to you if you

need them. Please exit this lesson and proceed to Blackboard for further
instructions.

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