Despite success in this area, authorized strength and inventory mismatches, an inverse relationship between responsibility and formal developmental time, and sparse non-operational development opportunities are serious challenges the Army must address in the developmental arena. Exploring these challenges within the context of human capital theory, consider the following: How does the Army develop deep talents that also span the entire spectrum of requirements, from war-fighter to regional expert to enterprise manager? Aside from education, professional military training, and service in key positions, what types of additional developmental opportunities could the Army provide? How does the Army anticipate future requirements and adjust its developmental programs accordingly? And lastly – signaling theory suggests that individuals possess credentials to signal their talent. How can the Army best use signals – visible signals such as uniforms as well as invisible signals sent by the types of credentials it retains and rewards – to enhance productivity and to incentivize the development of the talents that the Army needs?:
Course Materials:
Army TM 101 Course Notebook – VIEW
Required Reading & Materials:
Army TM 101 Companion History Reader – VIEW
Army TM 101 Course Reader – VIEW
Companion Video(s):
Developing Talent – Towards an Officer Corps Strategy – VIEW
Developing Talent Plenary Session – VIEW
Supplemental Materials:
Developing Talent – Interview with GEN Ray Odierno – VIEW
Developing Talent – Interview with MG Robert Williams – VIEW
Developing Talent – Interview with LTG Ed Cardon – VIEW
Developing Talent – Interview with LTG H.R. McMaster – VIEW