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Military Intelligence Professional Bulletin, January-March 2011

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Military Intelligence Professional Bulletin, January-March 2011 Commanding General Purpose: The U.S. Army Intelligence Center of Excellence pub- Brigadier General Gregg C. Potter lishes the Military Intelligence Professional Bulletin (MIPB) Deputy to the Commanding General quarterly under the provisions of AR 25-30. MIPB presents Mr. Jerry V. Proctor information designed to keep intelligence professionals in- formed of current and emerging developments within the Deputy Commander for Training fi eld and provides an open forum in which ideas; concepts; Colonel Dennis A. Perkins tactics, techniques, and procedures; historical perspectives; Chief, Doctrine Division problems and solutions, etc., can be exchanged and dis- Mr. Stephen B. Leeder cussed for purposes of professional development. MIPB Staff: Disclaimer: Views expressed are those of the authors and not those of the Department of Defense or its elements. Editor The contents do not necessarily refl ect offi cial U.S. Army Sterilla A. Smith positions and do not change or supersede information in Associate Editors any other U.S. Army publications. Hugh M. Lewis, PhD Marion Margraf Miguel A. Rodriguez By order of the Secretary of the Army: Official: Design and Layout Patrick N. Franklin GEORGE W. CASEY JR. General, United States Army Cover Design Chief of Staff JOYCE E. MORROW Donald E. Stump Administrative Assistant to the Patrick N. Franklin Secretary of the Army Issue Photographs 1103902 Courtesy of the U.S. Army, Mahir Ibrahimov, and TCC. contact and article Submission Information When submitting articles to MIPB, please take the fol- plete captions (the 5 Ws), and photographer credits. Do lowing into consideration: not embed graphics or photos within the article. Send Feature articles, in most cases, should be under 3,000 them as separate fi les such as .tif or .jpg and note words, without embedded graphics. Maximum length is where they should appear on the article. PowerPoint 5,000 words. (not in .tif/.jpg format) is acceptable for graphs, fi g- Please note that submissions become property of MIPB ures, etc. Photos should be at 300 dpi. and may be released to other government agencies or The full name of each author in the byline and a short nonprofi t organizations for re-publication upon request. biography for each. The biography should include the What we need from you: author’s current duty assignment, relevant assignments A release signed by your operations security offi cer/ and civilian education and degrees, and any other spe- SSO stating that your article and any accompany- cial qualifi cations. Please indicate whether we can print ing graphics and photos are unclassifi ed, nonsensi- your contact information and email address with the tive, and releasable in the public domain OR that the biography. article and accompanying graphics and photos are We will edit the articles and put them in a style and for- unclassifi ed/FOUO (IAW AR 380-5, DA Information mat appropriate for MIPB. From time to time, we will con- Security Program. tact you during the editing process to help us ensure a A Public Affairs release if your installation or unit/ quality product. Please inform us of any changes in contact agency requires it. Please include that release with your information. submission. Send articles and graphics to [email protected]. Your article in Word and any pictures, graphics, crests, Contact numbers are: 520.538.0956/DSN 879.0956. Our fax or logos which are relevant to your topic. We need com- is 520.538.1005. MILITARY INTELLIGENCE PROFESSIONAL BULLETIN January – March 2011 Volume 37 Number 1 PB 34-11-1 FEATURES 5 Cross-Cultural Competence 72 Culture from a Personal Perspective by Marilyn Willis-Grider, EdD by Bassam Almesfer Cross-Cultural Competence 74 The Importance of Cultural Awareness in the Modern Day 6 Some Thoughts on Cultural Mirror Imaging Operational Environment by Colonel Sonny Reeves, Director, Training, Development by Vern Philyaw and Support Iraq 10 Creating Culturally Astute Leaders: Joint and Combined 77 In Step with the Sons of Iraq Fires University Providing Innovative Cultural by Martin Scott Catino, PhD Education 82 Wasta: The Power of People by Sharon McBride, Editor-in-Chief, Fires by Timothy Baigent 14 What is Cross-Cultural Competency? Evolution of 3C in 84 Tactical Application of Cultural Knowledge the U.S. Army by Major Marc Meyle, U.S. Army by Angela Aube 86 Developing Cultural Competency for Success in 17 Leveraging Culture: Employing Culture as a Mission Stabilization Operations? Enabler by Chief Warrant Offi cer Five Scott Allen by Chris Clark Afghanistan Education 90 Socio-Cultural Lessons from Eurasia and Afghanistan 19 Operational Culture in the U.S. Army: The Fires CoE by Mahir Ibrahimov, PhD CFL Strategy Sets the Standard for the Rest of TRADOC 101 Mulik, Malik, or Musheran? Village Politics and the by Mahir Ibrahimov, PhD Pashtun Powerbroker 27 Why Maslow? by Clint Cooper by Dorothy Guy Bonvillain, PhD 104 Afghanistan: The Downfall of an Educational System and 32 Cultural Marksmanship its Cultural Impact by Mr. William Parrish by Fawzya Khosti and M. Yasin Khosti 34 Intergenerational Communication Across Cultures Africa by Donald Stump 107 African Indigenous Styles of Confl ict Resolution: 37 Religious Engagement and Diplomacy: Training the Endorsing the Compromise without Compromising 21st Century U.S. Military Chaplaincy Yourself by Chaplain (Colonel) Thomas C. Vail, PhD by Anatole Balma, PhD 43 Army Culture Training: What Works, What Doesn’t, by 112 Leveraging African Traditional Rulers for Mission Success the Numbers in Africa by David Tannenbaum by Zachary Angafor 50 The Army Journey in Training Cultural Competence: Asia 1941-2010 116 Shamans, Ghosts, Fireworks and Other Dangerous by Bruce Wood and Charles Morrison, PhD Things: The Dialectic of Tradition and Trans-nationalism Personal Vignettes in the Development of Greater Asia 53 U.S. Army CFL Advisor: Transition and Challenges by Hugh M. Lewis, PhD by El-Rayah A. Osman, PhD, CFL Advisor, Soldier Support 125 Muslim Populations in East Asia Institute, Fort Jackson, South Carolina by Marion Margraf 59 What a Chaplain Learned about Culture 137 Doctrinal Vs. Popular Buddhism in Modern Thailand by Chaplain (Lieutenant Colonel, USAF, Ret.) Mike Maleski by Yale M. Needel 61 Cross-Cultural Competency and Experiential Learning: My Observations from Brazil by Lucas Lynch Departments 64 My Cross-Cultural Experiences on the Reservation by Miguel A. Rodriguez 2 Always Out Front Inside Back Cover: TRADOC Culture 70 Cultural Awareness and the Challenges Ahead 3 CSM Forum Center Capabilities: What We Can Do by Raphique Antar For You always out front by Brigadier General Gregg C. Potter Commanding General U.S. Army Intelligence Center of Excellence Cultural Competence and the Contemporary American Soldier From Valley Forge to Kandahar, the American and below and advising many senior leaders. The Soldier remains the same resilient, intelligent and TCC provides cultural knowledge and skills train- independent warfi ghter he or she has always been. ing for leadership development, including key leader The American Soldier is a model of courage and bat- engagements, negotiations, rapport building and tlefi eld bravery. The battlefi elds are dramatically dif- cross-cultural communications. (See CSM Holiday’s ferent, but the human dimension remains constant: column on page 3 for more details on 3C training.) People and their associated cultures. To be effective The TCC leverages knowledge and experience Soldiers, the Army, and its training base must be through partnering with the Marine Corps, Air relevant and forward-looking. Force, Navy, Reserve Forces, and key Allied nations Cross-cultural competency (3C) is a critical to provide the most relevant and effective cultural core skill for the contemporary American Soldier. training possible. The TCC is a Soldier friendly re- The U.S. Army Training and Doctrine Command source staffed with the talent and experience to rap- (TRADOC) Culture Center (TCC) exists to develop idly prepare and fi eld course material and training and deliver relevant and mission-oriented training aids and serve as a call-back resource for the en- and education in all 3C aspects. This mission has tire Army. evolved from providing cultural awareness training to developing cultural understanding and cultural Our new and junior troops have not experienced expertise for all operational settings. an Army without culture training because the Army embeds culture training at every level. Because of No single expertise–whether cultural competence, 10 years of continuous war, most of our Soldiers’ 3C language expertise, or tactics–can stand alone in profi ciency has matured to the level of cultural un- molding a modern fi ghting force capable of meeting derstanding. Consequently Soldiers are demanding and defeating a foe on any battlefi eld. Integrating more advanced and sophisticated culture training. battle tactics with cultural strategies enables the Our redeploying troops have recognized this need modern Soldier to rapidly adapt, survive, and be as evidenced by the TCC’s dramatic increase in re- successful in all operational environments. quests for more advanced training. The TCC will Every Army commander must master 3C to continue to meet these advanced demands. achieve mission success, especially in a counterin- The Future of Culture Training for the surgency environment where people are the center Army of gravity. With so many competing demands and requirements, leaders must focus pre-deployment The Army must be a learning organization that training on developing their 3C expertise and con- encourages Soldiers to understand and apply fun- tinue building their own capacity in 3C as part of damental principles in rapidly changing contexts. their lifelong learning objectives. Culturally astute leaders will leverage awareness and understanding with other capabilities to achieve TCC as a Critical Multiplier an intercultural edge in reaching their objectives. The TCC is a robust resource for 3C. It is the lead Dynamic cultural situational awareness and re- in training and educating Army leaders from captain sponsiveness is a critical component of this devel- (Continued on page 4) 2 Military Intelligence csm forum by Command Sergeant Major Todd S.
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