2003 IMTA Proceedings - International Military Testing Association

efore reporting the results.
b) Although the information on the morale of a unit may be interesting for the next level up
(battalion), passing on information about morale is a sensitive issue. Care should be taken
to avoid passing on information gained by the morale instrument being seen as an
inspection by the next level up. In this way the information value of the instrument is lost,
which is not desirable. This is why the team commander is asked for approval sending the
team results to the battalion commander.
c) Changing requires response time. High morale is not something that can be achieved in a
short time, whereas a specific (negative) event can cause a fairly quick decrease in morale.
For instance, when there are low scores on group cohesion and trust in leaders in a
platoon, it will not be so easy to improve quickly.
The results described below were partly derived from interviews with team commanders and
are partly based on their experience. Anonymity means that specific results cannot be dealt
with, but in general the following conclusions can be drawn so far:
Application of the DMQ
During SFOR, the DMQ was used in units in Bosnia as a direct advisory instrument for team
commanders in the field. The results are the most reliable and widely available indicators so
far for the morale of a team and team commanders are satisfied with the applied analysis and
advice. They usually recognize and confirm the results during the presentation and, if this is
not the case, they return to it at a later measurement and generally confirm the earlier
findings.
The respondents are open, positive and willing to complete the questionnaires. Almost no one
misses the sessions and the discussions are serious and open. The team commanders process
the (positive and negative) results and plan the solutions together with the behavioral
scientists.
The DMQ is currently used where a commander so requires. Experience has shown that
almost all commanders decide, following consultation with the Behavioral Sciences Division,
to use the instrument in the context of the mission abroad. After the reports are finished,
commanders are asked to assess the use of the instrument by means of a report mark. These
report marks show how much the DMQ is appreciated.
Training prior to the mission
Within the armed forces morale is often used as an indicator for deployment readiness and
combat readiness. In view of the fact that aspects of morale only demonstrate their
effectiveness under operational conditions, the important thing is to act preventively and to
gain insight into aspects of morale before deployment. However, during combat readiness
preparation for the mission – frequently as a result of a lack of time – often insufficient
attention is paid to teambuilding and the conditions for creating cohesion and trust can not
always be achieved. In particular, since logistic units are often formed just before deployment,
their morale scores are in general lower than those of combat units.
The same applies to military personnel sent on missions abroad individually.
HOW TO PROCEED
Behavioral scientists are increasingly being deployed in the operational environment. This has
proved its worth in the application of the morale instrument. The Dutch Morale Questionnaire
is currently being expanded by variables concerning dealing with stress and the influence of
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45 th Annual Conference of the International Military Testing Association
Pensacola, Florida, 3-6 November 2003