CO2 TRAINING “Honesty in the Military” FACILITATOR: CH(CPT) JOSEPH HUGHES.

CO2 TRAINING

“Honesty in the Military”FACILITATOR: CH(CPT) JOSEPH HUGHES

TOP SCHOOL DISCIPLINE PROBLEMS

1940

•TALKING

•CHEWING GUM

•MAKING NOISE

•RUNING IN THE HALLS

•GETTING OUT OF PLACE IN LINE

•WEARING IMPROPER CLOTHING

•NOT PUTTING PAPER IN WASTEBASKETS

1989

•DRUG ABUSE

•ALCOHOL ABUSE

•PREGNANCY

•SUICIDE

•RAPE

•ASSAULT

•BURGLARY

•BOMBINGS

“Moral Courage is the most valuable and usually the most absent characteristic in men.” -General Patton

“I cannot count the times I’ve seen men who should know better than to keep quiet when unjust decisions are being made, decisions that literally affect the lives of tens of thousands of soldiers. These decisions are made, not on the basis of sound military policy, but purely to further the political and personal ambition of officers in high command.”

“Cowardice on the battlefield is disgusting enough. Cowardice in the military planning room is repugnant. It ultimately means the unnecessary death, mutilation, and disfigurement of soldiers for the sake of the commanders. It takes courage to stand up for what is believed to be right and just. Most men seem to lack such courage. Sycophancy for the sake of career is just as deadly as incompetence.”

“NOT LYING,

CHEATING, OR

STEALING”

“STRAIGHTFORWARDNESS,

TRUTHFULNESS, OR

SINCERITY”

HONESTY……..

“WHITE” LIES

“IN-TROUBLE” LIES

“LITTLE” LIES

“MOTHER-DADDY” LIES

DECEPTION IN WAR

IS IT EVER RIGHT TO LIE?

“THE UNTRUTHFUL SOLDIER TRIFLES WITH THE LIVES OF HIS COUNTRYMEN AND THE HONOR AND SAFETY OF HIS COUNTRY.”

GENERAL DOUGLAS MACARTHUR

• SELF-INTEREST

• PRESSURE FROM FRIENDS, PEERS

• PRESSURE FROM SUBORDINATES

• PRESSURE FROM SENIORS

PRESSURE TO BE DISHONEST

“IT IS THE LITTLE THINGS”

(Case Study)

•SPC Murphy first discovered that the “green machine” is hard to control the day he received his orders for the combat zone. His writing abilities had gotten him assigned as the company clerk. It was a dumb company clerk that ever found himself on the muddy end of a stick, and Murphy avoided all the hassle of overseas processing with the ehlp of his magic pencil. Let the other dummies stand in all those lines, he thought. Whatever the unit did, Murphy took credit for when the unit orders were cut. A review of his records on the final day before deployment showed that he was fully prepared for overseas movement.

•When Murphy arrived at the replacement station, there was a greater need for 11B than 71L, and Murphy foundhimself in a foxhole wondering how in the world it had happened. He hadn’t qualified on an M-16 in three years, even though his records showed him to be an expert.

•But Murphy’s inability to aim and fire his weapon became academic when he was medically evacuated on his eighteenth day in country with a severe tetanus infection. Murphy had faked his shot record also.

1. What is the issue?

2. What factors influence SPC Murphy’s actions?

Legal Standards: Ideal Army Values:

Personal Values:

“I’M SHOCKED!”

(Case Study)

•The unit’s redesignation as a rapid deployment unit brought mixed blessings. Equipment impossible to obtain two months before was now being delivered daily. At the same t8ime, the date of the unit’s IG inspection was advanced.

•The arrival of the unit’s new 100-kw generator the day before the IG, created a problem for the unit’s maintenance and administrative NCOs. A generator operator had to be assigned, but a review of the DA Forms 348 produced only SPC Pike, and he was trained only on a 10-kw. Without telling the NCOs, a clerk quickly solved the problem when he noticed that there was room on Pike’s 348 to add a zero to the 10-kw. After all, SPC Pike could be trained on the 100-kw after the IG left.

•The inspector did not catch the alteration, and the unit avoided the gig. The unit also forgot to train SPC Pike on the 100-kw generator. The next week, the unit was called to the field and the platoon leader directed SPC Pike to operate the generator. Having a “can do” attitude, SPC Pike set up the generator. But in his worry about getting the darn thing running, he neglected to ground it properly. The wet ground did not bother Pike until he engaged the generator with the motor and used his body to complete the circuit.

1. What is the issue?

2. What factors influence this case? (Legal/Institutional Pressure/Professional Commitment/Pressure from Superiors)

3. What should have been done?

“SECRET NOFORN”

(Case Study)

•SGT Rodriquez was faced with a problem. He had been notified about 0100 of the missing secret document. By 0130 he was standing in the communications van, facing SPC Allen and SPC Booth. “It was my fault,” Booth said. “I didn’t do a joint inventory with Allen when I relieved him at 2200 like it says in the SOP. When it was time to change the authenticators at midnight, I discovered the KP21 missing. I immediately called SPC Allen at his home. He was asleep, but he still had the authenticator in his BDU pocket.”

•SPC Rodriquez turned to SPC Allen. “Why did you keep the KP21 separate from the CEOI and the other documents?” He asked. “Because it is the only crypto authenticator that is SECRET NOFORN,” explained Allen. “I just forgot to put it back with the rest when Booth came in to relieve me. I’m sorry.”

•“You’re sorry!” explained SGT Rodriquez. “You take a SECRET CRYPTO NOFORN document home and leave it unattended by your bed for two hours and then you tell me you’re sorry!” SGT Rodriquez paused. “Does anyone else know about this?” Rodriquez asked. “As far as I know, only the three of us,” Booth said. “I called Specialist Allen from the orderly room phone. I don’t think anyone heard me.” “All right,” said SGT Rodriquez, “Let’s just forget about the whole thing.”

•The next afternoon, CPT Honeycutt, the Battalion S2, called SGT Rodriquez into his office and closed the door. “SGT Rodriquez, I have a heard a disturbing rumor about a security violation last night. Do you know anything about it?”

1. What actions are available to SGT Rodriquez now and which action do you think he should take?

2. What is the ethical issue illustrated by this case study?

3. As a good leader, should not SGT Rodriquez be tolerant of the mistakes of his subordinates?