Army - Stimulating Simulation

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SPONSORSHIPS AVAILABLE HOT TOPICS PROFESSIONAL DEVELOPMENT FORUMS FOCUSED ONE-DAY EVENT SERIES AUSA Conference & Event Center • Arlington, VA ARMY INSTALLATION MANAGEMENT 31 MARCH ARMY FORCE PROJECTION 27 APRIL ARMY SUSTAINMENT 2 JUNE ARMY NETWORK 14 JULY ARMY MEDICAL 22 SEPTEMBER Join us in the new AUSA Conference Center. This state-of-the-art facility will provide a unique setting to participate in the discussion, engage with key leaders and learn about the future of the Army. WWW.AUSA.ORG/AUSAMEETINGS/HT Event Information Melissa Wenczkowski 703-907-2672 or mwenczkowski@ausa.org Sponsorship Information Gaye Hudson 703-907-2401 or ghudson@ausa.org
Peer Pressure iStock Attorney Evaluation System Might Benefit All Officers By Col. William M. Connor In a 2003 letter to the leadership of the U.S. Army War College, then-Secretary of the Army Thomas White wrote: “Given an institutional objective to establish and maintain effective command climate, how can the Army effectively assess leaders to prevent those with destructive leadership styles?” Many articles have since argued for a better method of evaluating Army leaders, particularly officers, but published studies have shown a critical problem: Relying solely on superior-officer evaluation is insufficient as a means of determining best leadership potential. In 2008, the Army began the Multi-Source Assessment and Feedback (MSAF), a “360-degree assessment.” In 2011, MSAF initiation became mandatory for all officer evaluations. The National Defense Authorization Act for Fiscal Year 2014 directed the secretary of defense to assess “the feasibility of including a 360-degree assessment approach … as part of performance evaluation reports” and report back to Congress with the findings. The RAND Corp. was commissioned and produced the 2015 report “360-Degree Assessments: Are They the Right Tool for the U.S. Military?” This study involved extensive research on the subject of 360-degree assessments like the MSAF. The overall findings by RAND recommended against using the 360-degree assessment for purposes of evaluation. Indeed, multiple studies have shown that MSAF is suitable solely for self-development and not for evaluation. “Based on our research on 360s, both within and outside a military setting, we advise against incorporating 360s in the officer evaluation system at this time,” RAND said. Need to Prevent Sabotage Various studies, including RAND’s, stress the importance of moving beyond superior-only evaluations to better choose leaders. The 360 evaluations were found to create problems with trust and unit cohesion. Due to congressional mandates and DoD regulations, any documented evaluation used by the rating or senior rating officer would also be provided to promotion boards. An issue comes with the opportunities for disgruntled subordinates or “enemy” peers to sabotage an officer’s career or establish an incentive for those with clear bias in favor of the rated officer. Further, the results of the MSAF would substantially increase the number of documents in front of boards, becoming impractical with the limited time available to review each file. Fortunately, the legal profession, which is my civilian career, has a solution to the most efficient, fair and equitable way to conduct peer evaluations. It’s a method that alleviates March 2016 ■ ARMY 47
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