Military Professionalism - United States Air Force Academy

Fromm, Peter. “Warriors, the Army Ethos, and the Sacred Trust of Soldiers.” In
“Ethics Reader – Special Edition 2010.” Military Review (Sept. 2010): 19-26.
http://usacac.army.mil/CAC2/MilitaryReview/Archives/English/MilitaryReview_201009
30ER_art006.pdf
The Army should reevaluate whether it can afford to continue calling its Soldiers
warriors. The dissonance implied by “warriors” can produce conflicting psychologies.
History and literature have attached a stigma to the word “warrior.” The idea of creating
“information warriors” is self-defeating. The Army is full of great Soldiers, not literal
warriors, and their mission is to protect, not destroy.
Gibbons, Thomas J. “Honor Codes and Military Core Values.” In Attitudes Aren’t
Free: Thinking Deeply about Diversity in the U.S. Armed Forces. Ed. James E.
Parco and David A. Levy. Maxwell Air Force Base, Alabama: Air University
Press, Feb. 2010, 481-487.
http://handle.dtic.mil/100.2/ADA518901
Gibbons recommends that the military community should continue to reinforce honor
codes in military schools and service academies. Also, the military community should
continue to emphasize military core values in military schools and in the military
workplace. Finally, formal ethical training should be a part of the curriculum in war
colleges and senior enlisted schools.
Gurney, David H. “An Interview with Michael G. Mullen” Joint Force Quarterly 54
(3 rd quarter 2009), 7-11.
https://digitalndulibrary.ndu.edu/u?/ndupress,21107
Civil-military relations are vital to the nation writ large. The military must remain
apolitical, and professional advice should be given privately to civilian leaders. Military
accountability must be maintained.
Hurley, David. General Sir John Hackett Memorial Lecture. The Great Hall, Kings
College, London, Nov. 11, 2010.
Military forces face increasing challenges in an increasingly complex world. The
potential for state on state hostilities has diminished but not disappeared, while the
spectrum of conflict has extended to encompass many other actors with a bewildering
range of aims, motives and means. These challenges require that the education and
development of military leaders evolves to match them. To the fundamental skills of
battle management and combat must be added cultural awareness and historical
knowledge, as well as a firm foundation of ethical understanding. Leaders must be able
to lead, but they must also be ready to liaise, persuade and cooperate, however alien the
protagonist or strange the environment. This alone will require personal skills and self
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