tag:blogger.com,1999:blog-446049270059337405.post4200074269690065118..comments2021-01-07T07:11:24.205-06:00Comments on Fen's Thoughts: #31 A More Learned ViewFenhttp://www.blogger.com/profile/06348152970109407543noreply@blogger.comBlogger1125tag:blogger.com,1999:blog-446049270059337405.post-67166470240389621762009-12-02T05:15:59.216-06:002009-12-02T05:15:59.216-06:00I find it interesting that there's a lynchpin ...I find it interesting that there's a lynchpin in the creativity definition: "that others value." If higher does not value my ideas, does that make them uncreative/unworthy? Second, how can we, as subordinates, communicate constructive criticism without it being perceived as being disrepectful? <br /><br />I ask this, because I had the opportunity to conduct a 15-6 on a negligent discharge that occurred in my unit's Arm's Room. In my findings, one conclusion was that (among other reasons as well) because the battalion had no training program for Range OICs or Range RSOs, the range leadership was untrainged and not fully knowledgeable on their responsibilities and some general range procedures and guidelines. While I completely understand that my battalion's "training program" is on par with just about every other battalion's program, the fact that we continually send untrained lieutenants and Staff Sergeants for a task with no guidance or training is against regulations. Regardless of how widespread this occurrance may be, our unit was not in compliance with the regs. Additionally, in my recommendation I believed that it would be fairly easy to for our Bn Safety guy to concoct a 1-2 hour powerpoint slide presentation with the commander's guidance and review of key regulations. Email it out to everyone or just add it to safety day briefs. Too easy, right? <br /><br />In all, I came up with 9 recommendations. I spent a great deal of time trying to ensure that all of my conclusions were strictly based off regulations and SOPs that our unit did not adhere to. I talked to NCOs and other officers outside the unit to gain some outside perspective, and tried to create solutions that would work for our unit. <br /><br />Part of my enthusiasm for being appointed the 15-6 investigating officer was the opportunity to heard: a chance to objectively analyze some very obvious (to me) shortcomings of training in the battalion, and provide recommendations directly to the chain of command; it was a chance to be a part of some positive changes. It was nothing personal, or so I'd thought. So when it came time for my OER outbrief, my senior rater, in short, told me my 15-6 conclusions and recommendations were disrespectful. It seems as though all my work was viewed in the lens of IO-platoon leader/ subordinate, not IO- objective constructive criticism for the betterment of the unit. As with any negligent discharge, someone could have been killed, so the importance of the matter, to me is very high. <br /><br />Why then, can leadership so keenly dish out criticism, but not be able to take any themselves? and how can subordinates get around it to effect positive change? Can they? Now that my assessment is viewed as disrespectful, nothing I said will have any gravity. More than likely it won't be a member of the leadership who has the next poorly run range or negligent discharge, it'll be some misguided second lieutenant or soldier who will suffer the consequences. <br /><br />"better to be hurt by the truth, than comforted with lies"Laurahttps://www.blogger.com/profile/10456106758497081075noreply@blogger.com