CHAPTER 1 INTRODUCTION

1-1. Purpose. The purpose of the Department of Distance Education (DDE) Faculty Instructor Handbook is to provide a resource tool to faculty members for development and implementation of Distance Education courses using current distance education methodologies and techniques. DDE is an integral part of the United States Army War College (USAWC) and is responsible for the USAWC Distance Education Program (DEP), the Defense Strategy Course, and other selected lifelong learning programs. Newer documents may supersede the content of this handbook and users are cautioned to use the most recent policy or catalogues for specific information regarding courses or objectives. The Senior Instructional Designer (SID) will make sure you receive current information during your indoctrination session(s), and will make sure you are able to locate policy and procedure updates.

1-2. U.S. Army War College. General Order 155, 27 November 1901, established the US Army War College. The founding father of the College, Elihu Root, was Secretary of War to President McKinley and Secretary of War and State to President Roosevelt; he was a man of great vision in the twentieth Century. During the USAWC dedication speech, Secretary Root issued two challenges, which figure significantly in the college's current mission. First, he emphasized that the college was founded, ". . . not to promote war, but to preserve peace by intelligent and adequate preparation to repel aggression..." This statement remains our guiding principle today. Second, Secretary Root said that the Army War College should be organized and managed ". . . to study and confer on the great problems of national defense, of military science, and of responsible command." The elements of this challenge continue to define the current purpose and structure of the college curriculum. The college consists of four teaching departments in the School of Strategic Land power (SSL), with several supporting centers and institutes. The four teaching departments within SSL develop and conduct instruction:

 Department of Command, Leadership, and Management (DCLM): The DCLM instruction addresses strategic leadership, management, and ethics, to include behavioral science, environmental, and cultural parameters. The DCLM also provides instruction on the Department of Defense (DOD) joint and service systems and processes in use to develop the forces required to execute the National Military Strategy.  Department of National Security and Strategy (DNSS): This department provides instruction on national security policy and strategy. It draws on the academic disciplines of international relations, politics, economics, regional studies, history, and national and international security studies to prepare students for senior positions in the national security establishment.  Department of Military Strategy, Planning, and Operations (DMSPO): This department's instruction pertains to the Unified Command Plan; theater strategic planning; campaign planning throughout the range of military

1-1 operations; joint, multi-national, and interagency plans and operations; joint and service support to unified commanders in war and military operations other than war; organizing, training, and sustaining joint task forces; and joint and Service- unique doctrine.  Department of Distance Education (DDE): DDE plans, develops, conducts, and evaluates Distance Education instruction for selected officers of the active Army, Navy, Army National Guard, Army Reserve, the Marine Corps Reserve, U.S. Air Force, Department of the Army Civilians, Department of State, select Federal Employees, Congressional Staffers, and International Fellows. This two year course of instruction mirrors the resident course of instruction and includes two resident phases, each two weeks in duration, at the end of each year of study.

The centers and institutes are:

 The Center for Strategic Leadership Development (CSLD).  The Army Heritage and Education Center (AHEC).  The Strategic Studies Institute (SSI).  The Peacekeeping and Stability Operations Institute (PKSOI).

Additionally, other organizations supporting DDE here at Carlisle Barracks:

 G-1: The G-1 serves as a single, point-of-contact for the enrollment of all students at the USAWC, regardless of program. G-1 also provides all Common Access Card (CAC) services on post.  Registrar: The Registrar supports DDE in several ways, including serving as the single point-of-contact for registering enrolled students into their various courses, electives, and graduate seminars, and by producing student transcripts.  Office of Institutional Assessment (IA): The IA team offers DDE a consolidated report of all surveys, which allows us to make constructive changes to our program and our instruction.  Office of the Chief of Staff (COS): The COS provides a wide-range of services for DDE, especially during the two-week resident courses, by supporting our requests for classrooms and auditoriums, coordination with tour bus companies, reserved parking services, arranging appropriate services for flag officers and dignitaries, as well as serving as primary coordinator for services controlled by the Garrison Commander.  G-3: The G-3 serves as the organization that supports USAWC operations and activities, to include First Resident Course, Second Resident Course, Graduation, and Orientation weekends.

1-3. USAWC Vision. With the end of the Cold War in 1991, the USAWC underwent changes designed to enable the college to more adequately prepare its graduates for the twenty-first century. Influenced by Force XXI and the restructuring of the Army, by advances in informational and educational technology, by new requirements of the Goldwater-Nichols Act, and by a revolution in military affairs, especially in operations

1-2 other than war, the USAWC developed a vision to describe its end state rather than its start point. This vision, as we transition into the twenty-first century, has maintained sight of Elihu Root's guiding principle: "Not to promote war, but to preserve peace...."

The USAWC educates and develops strategic leaders for service at the strategic level, while advancing knowledge in the global application of Land power.

The mission drives both the near-term operations of the USAWC and its long-term future. The USAWC has met the inherent challenges in the mission, but much work remains. The institution must reach to the future and prepare to meet these future challenges to remain a relevant institution. Anticipating the world of tomorrow is increasingly problematic, given the rapid pace of change and conflicting program and fiscal priorities. The catalyst defining our future is the USAWC vision.

1-4. USAWC Mission. The USAWC Strategic Plan, version12, dated November 2014, contains the mission of the USAWC. Guidance from the Chief of Staff, Army's (CSA) Terms of Reference (TOR), and the CJCS Officer Profes sional Mili tary Educa tion Policy (OPMEP) further amplifies this mission. All combine to form the basis for USAWC institutional learning objectives. The USAWC mission allows us to:

 Educate selected military, civilian, and international leaders  Support worldwide practitioners  Conduct research, and publishes to inform thought  Support the Army’s strategic communication efforts  Provide comprehensive well-being education and support

Commandant’s Intent: The purpose of USAWC at this time in our nation’s history is to produce graduates from all our courses who are skilled critical thinkers and complex problem solvers in the global application of Land power. Concurrently, it is our duty to the Army to also act as a “Think Factory” for Commanders and Civilian Leaders at the strategic level worldwide and routinely engage in discourse and debate on ground forces’ role in achieving national security objectives. While the vision is an expression of our future state, the intent statement succinctly describes what success looks like, focused on necessary overall conditions to be achieved.

1. Respected provider of strategic leader education and development for national security professionals  Our graduates are highly valued, respected, and in demand.

2. Center of strategic thought for the Army

1-3  Our scholarship, intellectual inquiry, and discourse are highly regarded, influential, and focused on national security issues at the strategic level.

3. Source of valued intellectual and practitioner support  Our staff, faculty, and students provide the Joint Force expert intellectual and practitioner support in the global application of Land power.

4. Home to a thriving and supportive military community  Our post and local community create a positive, developmental environment for staff, faculty, students, and families.

Lines of Effort and Outcomes: Analyses of our mission and vision statements yield four broad lines of effort— the framework to organize the whole of USAWC effort to accomplish the mission. The vision outlined earlier in this document is further refined into specific outcomes inside each line of effort. Each outcome specified is an expression of a USAWC desired future effect. Outcomes are organized under a line of effort to facilitate easy management of the activity.

Line of Effort 1: Strategic Leader Education and Development (SLED) Educate the nation's current and future leaders in strategic leadership and the development and employment of Land power in a joint, interagency, intergovernmental, and multinational environment.

• SLED1 Outcome: USAWC offers the nation’s premier educational programs for educating national security professionals in the development and application of national power, with an emphasis on land power.

• SLED2 Outcome: Faculty exemplify the best of teaching, scholarship, and service.

• SLED3 Outcome: Operate a library and archive that support the curriculum, provide superior services, and make available the nation's foremost collection of reference and archival materials related to the USAWC curriculum and the history and culture of the Army.

• SLED4 Outcome: Optimize the performance of students to accelerate leader development and provide a mental and physical advantage within the human dimension.

• SLED5 Outcome: Organizations integrate their efforts to support academic programs and promote a culture of cooperation, collaboration, and collegiality.

1-4 Line of Effort 2: Advancing Knowledge: Provide expert analysis of national security topics important to the Army, DoD, and the Nation.

• AK1 Outcome: USAWC is the leading authority for identifying strategic issues relating to the Army and the global application of land power.

• AK2 Outcome: USAWC harnesses its intellectual and physical resources to examine strategic issues and advance knowledge in the global application of land power.

• AK3 Outcome: USAWC influences national discourse on issues relating to the global application of land power.

Line of Effort 3: Outreach and External Service (OES): Support the Army’s efforts by engaging the Nation and its leaders to increase understanding of the role of Land power in support of the National Security Strategy, the Army’s core competencies, and the Army’s Title 10 responsibilities.

• OES1 Outcome: Communicate the importance of the U.S. Army and the role of the USAWC.

• OES2 Outcome: Provide expert intellectual and practitioner support to the JIIM Community.

1-5 Program Learning Outcomes: To accomplish its mission in accordance with the Commanders Intent, the USAWC presents a curriculum designed to produce graduates who can: 1. Think critically and creatively in applying joint warfighting principles at the strategic level.* 2. Communicate clearly, persuasively, and courageously.* 3. Anticipate and adapt to surprise and uncertainty.* 4. Recognize change and lead transitions.* 5. Make ethical decisions and promote military culture that reflect the values and traditions of the Profession of Arms.* 6. Operate on intent through trust, empowerment, and understanding (Mission Command).* 7. Assess the strategic security environment and contribution of all instruments of national power.* 8. Apply theories of war and strategy to national security challenges. 9. Assess the processes and relationships of the Department of Defense, as well as those of interagency, intergovernmental, multinational, and non- governmental organizations. 10.Appreciate the utility of, and creatively employ, Landpower in joint, interagency, intergovernmental, and multinational operations.

1-5 (* Adopted from the Chairman of the Joint Chiefs of Staff’s Desired Leader Attributes (2013))

1-6 Educational Philosophy: Education at USAWC conforms to an inquiry- driven model of graduate study. It leverages theory, history, concepts, and systems in examining issues relating to national security policy, military strategy and operations, and leadership. Central to the educational experience is the core curriculum, which develops an intellectual foundation upon which electives, exercises, and seminars build. Core courses provide a base of knowledge that allows students to exercise professional judgment on strategic choices relating to national security. Additionally, they provide a venue for student debate on complex and controversial topics. Finally, they exercise students on how to think rather than what to think.

Students must understand the links among policy, strategy, and operations on the one hand, and the elements of national power on the other hand. Toward this end, USAWC:

1. Challenges students to study relevant theory, history, and the global strategic environment while introducing them to the critical thinking tools needed by strategic leaders; 2. Helps students understand the key tenets of national security strategy and how the elements of national power – diplomatic, informational, military, and economic – can promote and protect U.S. national interests; 3. Reinforces that defense strategy is derived from, and supports, national level strategic guidance. Students must grasp the processes by which the defense strategy establishes strategic direction and provides guidance for joint operations planning; and 4. Emphasizes the link between the strategic and operational levels of war by exercising students on theater-level campaigning, unified action, joint and single service operations, functional component activities, and multinational warfare across the spectrum of military operations.

The USAWC experience nurtures students’ intellectual, physical, and personal growth. Solid family, peer, and community relationships are essential to professional and personal growth. A student’s educational experience is viewed holistically. The charge is to prepare students for senior leadership in their service or agency, and to meet the broad range of responsibilities and challenges that lie ahead. The measure of our success is the contribution USAWC graduates will make during the remainder of their careers.

1-7 Joint Learning Objectives: PAJE LEARNING AREAS AND OBJECTIVES. Since the passage of the Goldwater-Nichols Defense Reorganization Act of 1986, the CJCS has administered a program (OPMEP) to ensure that the appropriate levels of joint education are included in the curricula of the service schools. Learning areas and objectives have been established to ensure compliance with Goldwater-Nichols.

1-6 The DEP has been accredited as an approved JPME, Phase I program by the Chairman of the Joint Chiefs of Staff (CJCS). As courses are developed, DDE Faculty Instructors ensure that these Joint Education Learning Areas and supporting objectives are covered in the instructional materials. The current learning areas and objectives have been extracted from the CJCSI 1800.01E OPMEP, dated 15 July 2009. Those objectives are listed for the convenience of both our faculty and staff, along with our Institutional Learning Objectives, in Annex A.

1-8. Professional Military Education. The U.S. Army places a high premium on the training and education of the officer corps. Officers are expected to engage in lifelong learning and professional development relying on a blend of institutional training and education, operational assignments, and self-development. Attendance at the USAWC —whether by resident or distance education programs—represents the culmination of the formal education for most officers. This experience will provide the formal educational foundation for the remainder of the officer’s career. The USAWC addresses three educational imperatives: Joint Professional Military Education, Army Professional Military Education, and graduate-level education leading to an accredited Master of Strategic Studies degree.

1-9. Academic Focus. The USAWC curriculum centers on the theory and application of strategy. The curriculum is grounded in Elihu Root's three great problems of responsible command, national defense, and military art and science. It emphasizes the process by which the United States formulates National Security Strategy (NSS), and its derivatives such as the National Defense Strategy (NDS) and National Military Strategy (NMS), and the factors essential to develop and refine military strategy in an increasingly complex, uncertain and interdependent post-cold war world. Our students must understand the NMS in the larger context of the NSS: how the NMS is formulated and how all of the instruments of national power--military, economic, diplomatic, and informational--are totally integrated. Students must also understand the NMS in the following contexts:

 How political objectives and constraints influence military objectives, concepts, and resources;  How military objectives, concepts, and resources affect the strategic and operational levels of war;  How (and why) the theater level of war becomes the focus of joint and multinational force structuring and planning during war; and  How to apply military forces during operations other than war.

1-10. Enduring Themes The challenge Elihu Root posed to the Army at the founding of the USAWC, “to preserve peace by intelligent and adequate preparation to repel aggression, through studying and conferring on the great problems of national defense, military science and responsible command,” provides the underpinnings for enduring themes within the USAWC curriculum. These themes—ethics, history, human dimensions of strategic

1-7 leadership, jointness, and strategic vision—give increased meaning to the study of strategy and the national defense; military art and science; and command, leadership, and management. They stimulate intellectual growth by providing continuity and perspective as we analyze contemporary issues. The design of the USAWC core curriculum aligns with Elihu Root’s emphasis on these three great problems; linking these broad topics are several enduring themes that lend focus and coherence to the academic experience.

1. Strategic leadership and the exercise of discretionary judgment. 2. Relationship of Policy and Strategy (relationship among ends, ways, and means.) 3. Instruments of national power and potential contributions to national security 4. Professional ethics 5. Civil-military relations 6. Instruments of war and national security 7. History as a vehicle of understanding strategic alternatives and choices.

1-11. Joint Professional Military Education (JPME). The focus of senior-level PME is to prepare student for positions of strategic leadership. Within the PME continuum, JPME develops joint warfighting competencies and familiarizes students with the cultures of the various military services. A multi-service (and civilian) student body, taught by a multi-service (and civilian) faculty, develop the competencies to deal with national security challenges in a joint, interagency, intergovernmental, and multi- national environment.

USAWC is accredited by the Chairman of the Joint Chiefs of Staff as a provider of joint education at the senior level. Upon graduation, USAWC students receive Phase I (“JPME 1”) credit for the Distance Education Program, and Phase II (“JPME II”) credit for the Resident Education Program. Of note is the fact that for Academic Year 2017, we conducted a JPME II “proof of concept.” This proof of concept included 48 students in three seminars who received JPME II credit at the end of Academic Year 2017. For an explanation of the difference between Phase I and Phase II credit, consult the most current Officer Professional Military Education Program (CJCSI 1800.01E), published by the Joint Staff, J7.

1-12. Accreditation. USAWC is accredited by the Middle States Commission on Higher Education (MSCHE), 3624 Market Street, Philadelphia, PA 19104, (215) 662-5606. The Commission on Higher Education is an institutional accrediting agency recognized by the U.S. Secretary of Education and the Council for Higher Education Accreditation. Additionally, USWAC is accredited by the Chairman, Joint Chiefs of Staff, as a program for joint education, and by the U.S. Army Training and Doctrine Command as a program for U.S. Army education and training.

1-8 Department of Distance Education

Office of the Chairman XO

1st Year Studies Inst Support Group 2 ndYear Studies Director Director Director Education Techs

Course Author OW Education Techs

Course Author 2300 Course Author 2307 Operations Supervisor Course Author 2301 Course Author 2308 SeniorervisorSupervisor Developer Course Author 2309 Course Author 2302 Developer Course Author 2303 Course Author 2310 Visual Info Spec Course Author 2304 Course Author Elect Programmer Course Author FRC Course Author SRC Course Author DSC Education Tech Contract Faculty (8) DIMA Faculty (6) Contract Faculty (9) DIMA Faculty (6) As of: DEC 2017

DEP Program Strengths.

*0 Cost effective, flexible approach *1 Competitive selection by board and limited enrollment. *2 Highly motivated students. *3 Highly qualified faculty. *4 Parallel curriculum to resident course. *5 Graduate level education methodology. *6 SSC level focus. *7 Rigorous graduate level evaluation. *8 Resident phases. *9 Integral part of USAWC *10 Adaptable curriculum and technology

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