Potential Way Ahead: As the Basic Training Command codifies this process at the schoolhouse, NSW is exploring how this may apply to the rest of NSW, by of evolving “word with a consistent process for the Teams. mouth” feedback, APPENDIX C Mapping Naval Special Warfare Methodologies to Ethics Recommendations The NSW approach to deliberate and integrated character development within their basic training systems aligns with the Recommendations suggested in this paper. Recommendation #1: Inculcate understanding of the “naval profession” Members of the SEAL and SWCC community, as with most of our 18 communities, identify most strongly with their community rather than the naval profession. Thus, the SEAL and SWCC Ethos permeates all selection, training, development, and evaluation. [Note: To the degree that we can develop as strong of an identity with our naval and our Navy Ethos as we have with our respective communities, the profession – – stronger our Navy will be.] Recommendation #2: Construct and cultivate “good barrels” “good apples” NSW recognized that some of their selection and training processes (specifically, overvaluing physical performance and undervaluing character attributes) created blind spots in their development pipeline and missed opportunities to select, train, and develop the best people. As a result, NSW has to better enable cultivation of constructed “better barrels” “good apples.” The new NSW system includes deliberate, on-going, integrated, and constructive feedback processes along with opportunities to correct/improve behavior and actions, which demonstrates investment in the character development of their people. proactive Recommendation #3: Build a culture for Navy ethics beyond compliance From the NSW perspective, a culture of compliance equates to a culture of physical performance where failing a physical test-gate garners the most attention, to include – performance review boards. Absent from this culture was/is awareness and assessment of important character – – attributes critical for NSW team success (e.g., trustworthiness, selflessness, good teammate, etc.). The new system deliberately incorporates peer and leader assessments of character attributes as development tools. With the new NSW system, a to opportunity to further develop “red flag” translates “an vice a red flag equating to failure. and help trainees succeed” – As a result, the new system places even greater, if not equal, emphasis on character as they do (physical) competence initiating the shift from a culture to a – “compliance only” and culture. “competence character”
Potential Way Ahead: As the Basic Training Command codifies this process at the schoolhouse, NSW is exploring how this may apply to the rest of NSW, by evolving “word of mouth” feedback, with a consistent process for the Teams. APPENDIX C Mapping Naval Special Warfare Methodologies to Ethics Recommendations The NSW approach to deliberate and integrated character development within their basic training systems aligns with the Recommendations suggested in this paper. Recommendation #1: Inculcate understanding of the “naval profession” Members of the SEAL and SWCC community, as with most of our 18 communities, identify most strongly with their community rather than the naval profession. Thus, the SEAL and SWCC Ethos permeates all selection, training, development, and evaluation. [Note: To the degree that we can develop as strong of an identity with our naval profession – and our Navy Ethos – as we have with our respective communities, the stronger our Navy will be.] Recommendation #2: Construct “good barrels” and cultivate “good apples” NSW recognized that some of their selection and training processes (specifically, overvaluing physical performance and undervaluing character attributes) created blind spots in their development pipeline and missed opportunities to select, train, and develop the best people. As a result, NSW has constructed “better barrels” to better enable cultivation of “good apples.” The new NSW system includes deliberate, on-going, integrated, and constructive feedback processes along with opportunities to correct/improve behavior and actions, which demonstrates proactive investment in the character development of their people. Recommendation #3: Build a culture for Navy ethics beyond compliance From the NSW perspective, a culture of compliance equates to a culture of physical performance – where failing a physical test-gate garners the most attention, to include performance review boards. Absent from this culture was/is awareness – and assessment – of important character attributes critical for NSW team success (e.g., trustworthiness, selflessness, good teammate, etc.). The new system deliberately incorporates peer and leader assessments of character attributes as development tools. With the new NSW system, a “red flag” translates to “an opportunity to further develop and help trainees succeed” – vice a red flag equating to failure. As a result, the new system places even greater, if not equal, emphasis on character as they do (physical) competence – initiating the shift from a “compliance only” culture to a “competence and character” culture.
Ethics%2Bin%2Bthe%2BNavy%2B%2B24%2BMarch%2B2014.docx