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April 18, 2017

Appendix B | Authorizing Statues for the Armed Forces

Authorizing statutes for the Armed Forces.

April 18, 2017

Appendix C | Service Values of the Armed Forces

Service values of the Armed Forces.

April 18, 2017

Appendix D | Code of Conduct for Members of the United States Armed Forces

Code of Conduct for Members of the United States Armed Forces.

April 17, 2017

Foreword

In 1950, the great Soldier-Statesman George C. Marshall, then serving as the Secretary of Defense, signed a cover page for a new book titled The Armed Forces Officer. That original version of this book was written by none other than S.L.A. Marshall, who later explained that Secretary Marshall had “inspired the undertaking due to his personal conviction that American military officers, of whatever service, should share common ground ethically and morally.” Written at the dawn of the nuclear age and the emergence of the Cold War, it addressed an officer corps tasked with developing a strategy of nuclear deterrence, facing unprecedented deployments, and adapting to the creation of the Department of Defense and other new organizations necessary to manage the threats of a new global order.

April 17, 2017

Preface

In 2007, the National Defense University and the NDU Press published a new edition of The Armed Forces Officer. That book was written in the period from 2002 to 2005 as a 21st-century version of a work originally published by the Office of the Secretary of Defense in 1950. Three subsequent editions followed throughout the last half of the 20th century. The 2007 edition was drafted by representatives of the national Service academies, with additional contributions by the Marine Corps University.

April 17, 2017

Chapter 1 | The Commission and the Oath

You become an officer in the Armed Forces of the United States by accepting a commission and swearing the oath of support for the Constitution required by Article VI of “all executive and judicial Officers [the President excepted], both of the United States and of the several states.”1 The commission and the oath constitute an individual moral commitment and common ethical instruction. They legitimize the officer’s trade and provide the basis of the shared ethic of commissioned leadership that binds the American military into an effective and loyal fighting force. They are the foundation of the trust safely placed in the Armed Forces by the American people. The commission and oath unite all Armed Forces officers in a common undertaking of service to the Nation.

April 17, 2017

Chapter 2 | The Profession of Arms

Humans fight as individuals and as groups. Some fight primarily for money, some for love of fighting, and some for lack of alternative opportunities. Others fight for love of country and civic duty. As noted by General Sir John Hackett, “From the beginning of . . . recorded history physical force, or the threat of it, has always been freely applied to the resolution of social problems.”1 Human societies—from tribes and city-states to empires, organized religions, and nation-states—have regularly established and relied on groups of specialists who, willingly or unwillingly, assumed the burden of fighting, killing, and dying for the larger group. Whatever the formal name or title given to these groups, theirs is the profession of arms.

April 17, 2017

Chapter 3 | The Officer in the Profession of Arms

Armed Forces officers are the appointed leaders of the uniformed component of an executive department of government. They are viewed as professionals, contingent upon their demonstrated abilities to deliver competent, reliable, discretionary service of a unique and necessary kind. Because they serve in a hierarchy of rank and authority, all Armed Forces officers are simultaneously leaders and followers, bound by their oath and commission to loyal subordination as well as effective direction of others. They are called upon by overlapping demands to display a number of virtues, some inherent in the terms of their commissions; some reflecting values adopted for all members by their respective departments to ensure faithful reliable service; still others of the sort commonly found in all skilled professions to guarantee the excellence and continued relevance of the discretionary service on which are based the claims for authority to practice their unique skills. The Armed Forces officer is expected to synthesize all these virtues into a harmonious whole, and to practice their application self-consciously, until they become second nature.

April 17, 2017

Chapter 4 | The Officer at Work: The Ethical Use of Force

Being a person of virtue and good character is integral to being a professional. It is necessary, but not sufficient. A physician may be a person of unassailable character, but to be fully successful in the practice of medicine, she will need to know and be able to apply both the technical skills and the ethical principles that inform and guide such matters as end-of-life treatment options, or whether to be fully truthful with a terminal patient. An attorney might be a person of unquestionable virtue, but he will need to know and be able to apply the principles and rules that spell out the limits on what he is permitted to do in prosecuting a defendant on behalf of the United States, that is, to recognize those actions that might violate his obligations as an officer of the court.

April 17, 2017

Chapter 5 | The Officer at Work: Leadership

Leadership—convincing others to collaborate effectively in a common endeavor—is the primary function of all Armed Forces officers. Only a few officers are commanders at any particular moment, but every officer is a leader. Indeed the Army and Marine Corps insist that leadership is the common responsibility of every Soldier and Marine.1 The Air Force says “Any Airman can be a leader and can positively influence those around him or her to accomplish the mission.”2 A consequence is that almost every officer considers himself or herself good at leadership, but perspectives on method differ depending on individual circumstances and experiences. This chapter discusses leadership from four different but overlapping viewpoints: accomplishing the mission and taking care of the troops; three concepts of leadership; Service approaches; and “tribal wisdom,” views of leadership expressed by senior professionals.