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Ryan Crayne's avatar

I can’t help but attribute the development of this culture to our personnel and promotion policies.

Most Soldiers remain in one location for less than three years and in a specific role for under two. This short timeline limits both the opportunity and incentive to learn deeply or experiment and innovate in a meaningful way. Many say that by the time you understand your job, you’re already moving on. Long-term stewardship and innovating to improve an organization over time are not incentivized when you only need to do well these next 24 months, and you'll never see the fruits or bear the consequences of your service at that assignment again.

I don't say this to imply COLs are self-centered or don't care about innovating, but I think it at least subconsciously affects the way senior leaders who have operated along this paradigm for two decades think.

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Dj Taylor's avatar

Sir,

I know it's tangential to your point. But the Microsoft Study on AI and Cognitive offloading is a significant issue we have to deal with if we want to use AI. It should alarm us that we seemingly become less curious the more we trust in and use effective AI. I get your point is the leaders in your peice haven't read that study, but it should be mandatory in our line of work.

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