Sublime

Defense Officer Personnel Management Act (DOPMA) is the root of all evil in this ecosystem, and his metapoint is that the army has done the best it can given the constraints handed down by (as he named them) Robert McNamara and the legislative branch.

The fact is that even if the army wanted to transform its management institutions into an adaptive structure, long-standing law inhibits reform. In particular, a 1980 law known as the Defense Officer Personnel Management Act (DOPMA) sets strict guidelines on how officers in all the services must be managed.29

In 2004, US Army chief of staff Peter Schoomaker said, “I’ve thought for years the Army needed to transform its personnel system.”29 The Wardynski team published more than a half dozen monographs in their Strategic Studies Institute (SSI) series that took apart the HR system brick by brick and urged the army to transform “from an almost feudal empl

stay in operational assignments and remain competitive for command, or pursue broadening experiences at their own professional peril.”19

5. General officers must be seen in the front line during action. 6. There is a tendency for the chain of command to overload junior officers by excessive requirements in the way of training and reports. You will alleviate this burden by eliminating non-essential demands.

The Ranger Standard is a very proud tradition and possibly the best explanation of why the Regiment has come so far. The standard is excellence in any assigned mission and because that is the standard, the Regiment WILL BE excellent—they don’t know another way. It doesn’t matter if the mission is to move to contact through the mountains of Afghanis

Gates told the assembled cadets that the “greatest challenge facing your Army, and frankly, my main worry” was the “personnel bureaucracy that awaits . . . often cited as [one of the] primary factors causing promising officers to leave the Army just as they are best positioned to have a positive impact on the institution.