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The John Templeton Foundation aims to redress this imbalance by encouragingcolleges and universities to reclaim their historical mission to 'form and train youth in wisdom and virtue'. Since the Foundation's inception in 1987, their
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Recent violations of the Air Force Core Values by Airmen at all grades have caused some observers to question the ethical and moral health of the US Air Force. By introducing the Core Values, the US Air Force established an ethica...
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Recent violations of the Air Force Core Values by Airmen at all grades have caused some observers to question the ethical and moral health of the US Air Force. By introducing the Core Values, the US Air Force established an ethical foundation for all Airmen. Both intrinsic moral values and external drivers influence the decisions and actions of an individual. While many different factors may influence an individual to violate the Core Values, the common theme is that the Core Values, especially Integrity First, have lost connection to mission accomplishment. We define this disconnect as the Core Values Gap. Airmen often do not connect the Core Values to mission accomplishment and as a result many may not have a deep understanding or adoption of the Core Values in their work and personal lives. Four main drivers of this gap are examined and a four-step approach aimed to empower leaders and reform policies is recommended to enable the US Air Force to address the problem. By reviewing research on the theory of moral decision-making, examining case studies, and discussing ethics in the Air Force with two focus groups of Senior NCOs and Air War College students, a clear picture emerged that leadership is a key center of gravity to establishing an ethical climate. In addition, policies and institutional mechanisms play a major role in either incentivizing or discouraging ethical behavior. A four-step approach to address the problem is proposed; namely, equip commanders with a tool called the Core Values Check; educate them on how to instill the Core Values into their unit's daily operations; provide commanders with a Core Values Toolkit to help them start regular Core Values discussions; and reduce barriers to reporting infractions. By focusing on commanders as centers of gravity for influencing moral action, the US Air Force can create an environment that improves and promotes ethical behavior.
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By choosing to leave POWs in captivity after the cessation of hostilities, the U.S. Government is violating its moral covenant with its service members. Following World War II, the Korean War, and the Vietnam War, U.S. servicemen ...
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By choosing to leave POWs in captivity after the cessation of hostilities, the U.S. Government is violating its moral covenant with its service members. Following World War II, the Korean War, and the Vietnam War, U.S. servicemen remained as POWs, and despite the intelligence reports received by the government, they were not recovered. The U.S. Government knew it was abandoning its POW and MIA soldiers, but because of political, economic, and social reasons, it took no action to bring them home. The U.S. servicemember is compelled to follow a prescribed Code of Conduct, stating that if captured, he will remain loyal and keep faith in the United States. His moral responsibility is thus a legal one. The government's responsibility, however, is not codified in law, and as a result, in each of the aforementioned military operations, it has failed to fulfill its half of the moral covenant with its servicemembers. The government possesses extreme authority, the ability to deploy soldiers into combat to achieve a political objective unobtainable by diplomacy. As a corollary, it is also responsible to ensure the return of all soldiers and act to bring them home alive. The government, in that capacity, has failed. Current legislation only calls for investigations into POW/MIA accounting efforts, but it does not require action in the event of a military deployment. Recovering remains of MIA personnel years following the cessation of hostilities is a policy of settling for bones. If the government has the intelligence and capability to bring soldiers home alive, it must act. With no legal motivation to uphold its moral covenant with the military, the U.S. Government has repeatedly violated it, and live POWs have been abandoned. Action must be taken before a deployment is ordered, and governmental officials must acknowledge their obligation to bring home all those they send into combat.
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This paper examines morale at the individual, unit, army, and national levels and concludes that it merits designation as the tenth principle of war. Builds a systematic, well organized case to make his point in a very convincing ...
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This paper examines morale at the individual, unit, army, and national levels and concludes that it merits designation as the tenth principle of war. Builds a systematic, well organized case to make his point in a very convincing manner. This research is broad, but well focused on the subject and skillfully blended quotes from Clausewitz to Kissinger building the case that morale/national will/public support should be elevated in our awareness by making it a principle of war. (Author)
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This research examines the effect of moral waivers on the probability of unsatisfactory service separation in the Marine Corps. The primary focus of this study is to determine whether recruits who require one or more moral waivers...
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This research examines the effect of moral waivers on the probability of unsatisfactory service separation in the Marine Corps. The primary focus of this study is to determine whether recruits who require one or more moral waivers are significantly more likely to attrite. The secondary purpose of this study is to investigate whether a certain combination of factors or demographic characteristics exacerbate the effect of moral waivers. This thesis used Total Force Data Warehouse cohort files from fiscal years 1997 to 2005. Multivariate probit models were used to analyze the effects of moral waivers on unsatisfactory service separations.
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We model the relationship between market power and both loan interest rates and211 bank risk without placing strong restrictions on the moral hazard problems 211 between borrowers and banks, and between banks and a government guar...
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We model the relationship between market power and both loan interest rates and211 bank risk without placing strong restrictions on the moral hazard problems 211 between borrowers and banks, and between banks and a government guarantor. Our 211 results suggest that these relationships hinge on intuitive parameterizations of 211 the overlapping moral hazard problems. Surprisingly, for lending markets with a 211 high degree of borrower moral hazard, but limited bank moral hazard, we find that 211 banks with market power charge lower interest rates than competitive banks. We 211 also find that competition makes banking industry risk highly sensitive to 211 macroeconomic fluctuations by making banks more vulnerable to borrower moral 211 hazard. This finding offers an explanation for the dramatic rise and subsequent 211 decline in bank failure rates during the 1980s and 1990s.
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Army Casualty Assistance work has no directly comparable civilian occupation.However, like civilian human service occupation, soldiers working in the casualty area are susceptible to job stressor that can lead to low morale, stres...
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Army Casualty Assistance work has no directly comparable civilian occupation.However, like civilian human service occupation, soldiers working in the casualty area are susceptible to job stressor that can lead to low morale, stress, burnout and psychiatric illness. In order to ascertain sources of job related stress and coping mechanisms, this report describes the role of one type of Army casualty worker, the 'Notification NCO.' In addition to comparing different types of casualty workers with the Notification NCO, this study utilizes multiple research methods including participant observation, interview surveys, oral histories and instrument measures over a one year period. The salient job stressors uncovered are exposure to death through telephonic contact with bereaved family members and learning the details surrounding an individual soldier's injury or death. Job stressors are moderated by informal hiring practices, effective on-the-job training, commitment to the mission and calm, knowledgeable leaders. Recommendations for alleviating job stressors and strategies for enhancing coping mechanisms are provided.
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The United States Department of Defense (DoD) is currently engaged in a massive effort to transform America's military for the challenges of the 21st century. This transformation effort is focused on making structural, intellectua...
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The United States Department of Defense (DoD) is currently engaged in a massive effort to transform America's military for the challenges of the 21st century. This transformation effort is focused on making structural, intellectual, and cultural changes to the world's greatest military force, but it has neglected the one area of change essential to military success in the information age: moral transformation. An individual and organizational moral transformation is required because the United States Military, the cornerstone of America's preeminent world position, is suffering from an insidious internal decay which threatens its warriors, the heart of the profession of arms, and the nation's future security. The Core Values revolution of the 1990s has failed to have any significant impact on this institutional malaise and now only serves to create a false sense of security regarding the institution's moral condition. The current moral condition of the Services is the result of inadequate individual moral development for America's warriors and the combination of institutional apathy and cultural duplicity. The general acknowledgement of the need for moral aptitude by Service leadership has not generated sufficient change in the shallow, disconnected programs currently in existence. This institutional abdication of moral responsibility and failures to correct cultural problems directly undermines the moral competence of the joint warrior, which can have significant negative impacts on trust and confidence in the organization, the establishment of domestic and international support, and operational effectiveness. In line with current DoD Transformation efforts, it is time to initiate a Joint Ethical Transformation Campaign to improve moral competence and ethical cultures within all of the Services.
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Military doctrine serves to standardize terminology, training, and processes in order to enhance operational effectiveness. Subsequently, the principles of war found within doctrine serve as fundamental guidelines for consideratio...
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Military doctrine serves to standardize terminology, training, and processes in order to enhance operational effectiveness. Subsequently, the principles of war found within doctrine serve as fundamental guidelines for consideration in the planning and conduct of operations. Absent from the U.S. Principles of War, despite its ability to enhance operational effectiveness and improve the chances for success, is the Maintenance of Morale. In the context of warfare, morale may be considered the sum of all inputs that contribute to a positive state of mind and instills within an armed force the will to fight despite the presence of adversity. Morale, or the lack thereof, can determine whether an armed force will lose, be able to maintain its ability to continue to fight past the logical culminating point, or achieve victory in battle. There are many historical examples to back this premise. This paper argues that the principles of war in U.S. military doctrine should include morale as a distinct principle because morale is of commensurate importance to the other principles currently recognized. In support of this argument, discussion and analysis of what morale offers as a principle of war includes what morale as a principle of war is; morale's benefits to operations; the implementation and measurement of morale; and the feasibility of incorporating morale into U.S. doctrine.
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