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================= Preventing Military Interventions ================= ================= ================= Civilian-Military Alliance for Reforms in Society ================= ================= ================= ================= ================= The Cavaliers, the PMA Alumni Association ================= ================= Young Officers Union of the New Generation (YOUNG) ================= ================= Rene Jarque . USMA West Point Class 1986 ================= Rene Jarque . USMA West Point Class 1986 ================= Message To The Filipino People Armed Forces of the Philippines ================= The Last RevolutionTowards A New Philippine Order================= Sen. & Lt. Col. Gregorio Honasan ================= Corruption in the Philippine Navy Procurement System ================= A Study of Corruption in the Philippine Navy =================
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RISK AVERSION (AFP Version CY 2002)
Definition of terms:
Risk aversion· reluctance to take risk · zero defect mentality · protective careerism
Strategic Reserve· high ranking contacts (colonels, generals, members of the congress and cabinet secretaries) · prospective sponsors for staff and juicy positions in headquarters
Deliverance· ability to produce positive results on time.
This paper concentrates on the general impression on the values of the officer corps of the Armed Forces particularly members of the PMAAAI.
The Facts:
· Assignments in Headquarters are more sought than combat duty. · Combat duty is viewed as not a requisite for higher positions in the Army. · Field grade officers tend to ingratiate senior officers with high potential to occupy commanding or senior staff positions in the future. The 'Alagaan' attitude is common among those who have the capability to give support. · Commanders orders and guidance are increasingly lengthy and detailed as nothing can be left to chance and subordinate initiative in order to preclude subordinate decisions that could reflect badly on the commander. · Commanders are spending more time in their headquarters and less time out with their troops. · Travel abroad is becoming more frequent and well budgeted than troop visitation in the field. · Training is focused on selecting doctrinal and predictable solutions to tactical problems with predictable tactical results. · Boastful acceptance of unit successes and pass the buck to subordinate commanders when problems occur. · Commanders are rushing for media exposure even to the prejudice of the unit's confidential operations and security. · The Legacy Syndrome. Commanders are focusing more on short term, easy successes in order to make name for themselves, instead of accepting any degradation in support of the real long-term needs of the units. · Official reports are viewed as not so 'believable' because they're just drafted by sergeants and signed by inattentive commanders. · Projects, plans, proposals, staff and special studies remain as draft output and not implemented because of the "due to budgetary constraints" phrase which can always appear in the last paragraph. · Official channel is viewed as slow and impractical. Abnormal channel is faster and has deliverance. · Social gatherings are well attended than conferences. · Major decisions are made during social gatherings and/or in golf courses. · Conferences are becoming longer. · Senior leadership is believed to be overly politicized and uncaring about those in the field. It appears that senior leadership is more concerned with forwarding politically correct agenda than meeting the needs of their command and line units. · Headquarters is viewed to be doing things not related to its mandate and functions. · The phrase 'perform other functions as directed' is more emphasized than specific tasks. · Designations are viewed as a reward out from personal relationship and not of individual capability and credibility. · Senior officers tend to be traditional. The 'during our time' mentality is still prevalent. · Officers are becoming materialistic and individualistic. Some officers tend to affiliate themselves with influential social organizations for personal advancement. · Risk takers, innovative and progressive thinkers and critical minds are viewed as none conformists and prospective threats therefore, must be suppressed thru reassignment or non-designation to sensitive positions where they can further effect changes. · Values are well spoken during speeches than in deeds. · Equipment and materials procured by higher headquarters for use in the field are not the preference of the end users. Most often, procurement is ‘proponent-pushed’ · The basic operational requirements of Move, Shoot, Communicate and See, are not addressed up this time. · Senior officers are politicking not for the advancement of the organization’s interest but for their personal ends at the expense of the units and troops. · Senior officers often bow down to the wishes and requests of politicians. · Intelligence efforts are concentrated against members of the AFP rather than against the enemies of the state. · Revolving Door Policy or Pagbigyan system is a clear manifestation of a weak, wicked and unprofessional practice in the AFP. · Log-in/Log-out Attitude. Commanders are viewed to be performing their jobs for compliance. No deliverance. Risk aversion at its height.
The consequences:
If you think you have the tendencies as enumerated, your future in the present system in the military is very bright.
If you think that something must be done, THY WILL BE DONE.
Be part of the change. Join us.
CPT JASON LY AQUINO FSRR SOCOM PA
Sources:
Risk aversion in the US Army by William Bell Unsolicited opinions from junior officers Own Opinion
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