Osside Publications

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Documents presented in this section are selected works by students enrolled in the programs offered at the Osside Institute. These papers focus on the Canadian Armed Forces and the non-commissioned member corps.

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Search results for the year "2022"

Quel est le rôle du pm 1/adjuc NS, dans la promotion de la diversité au sein des postes clés du leadership institutionnel des Forces armées canadiennes afin d’améliorer le bien-être et l’engagement des membres?
By Adjuc Claude Bélisle (2022) (French only)


This research project was carried out as part of the Senior Appointment Programme (SAP). The main objective of my work was to analyze the Defence Policy Initiative number 10, Strong, Secure, and Engaged (SSE). I looked at different aspects related to diversity and inclusion within key institutional positions to examine how Member Well-Being and Commitment is improved and what role should a senior appointment chief petty officer first class/chief warrant officer (CPO 1/CWO SA) have in this context. The question at the heart of my study is the following: “what is the role of the SA CPO 1/CWO in promoting diversity in key institutional leadership positions in the Canadian Armed Forces to improve Member Well-Being and Commitment?” The study is divided into four sections as follows: initiative 10, Member Well-Being and Commitment, the role of a CPO 1/CWO SA with recommendations, and conclusion. Diversity is a Force Multiplier within the institution and we need to reinforce the importance of all our members within the team.

What role does SA CPO1/CWO have in a new reformed recruiting system that respects the current values, laws, and culture of the broader Canadian society, toward attaining our goal toward our 71,500 Total Regular Force Size?
By CPO 1 Bouillon (2022)


Under Canada's defence policy, Strong, Secure, Engaged (SSE), one of the Institutional initiatives is to have an effective recruitment system to help grow by 3,500 and attain the objective of 71,500 for the Regular Force military personnel. In this Research Paper, I will aim to produce an answer to my Research Question: What role does SA CPO1/CWO have in a new reformed recruiting system that respects the current values, laws, and culture of the broader Canadian society, toward attaining our goal of 71,500 Total Regular Force Size? I hope to answer this question, I intend to analyze and search, literature and documents on the subject and to complete a critical analysis of sources. And, possibly collection of data by the study of documents.

Respect the dignity of all persons through improving resilience and health of Canadian Armed Forces Members
By CWO MacDonald (2022)


If assenting to the opinion of a crisis in mental health (MH) amongst copious Canadian Armed Forces (CAF) personnel, the development of enhanced and more accessible services must be a consideration. Accompanying the struggles with MH, there is a ‘stigma’ associated with this injury/illness which directly impacts the willingness to seek support or professional medical services. The impact has resulted in much foregoing aid and treatment with some perceiving isolation as directly affecting their ability to feel respected and perform their duties with dignity. This paper will examine how the CAF can provide support to health and resilience by implementing initiatives 15-17 of Strong, Secure, Engaged (SSE). Furthermore, this paper will explore what role a Senior Appointed CPO1/CWO is expected to trumpet in commitment to Military Ethos as a steward of the Profession of Arms, vis-à-vis promoting dignity as it pertains to MH. To arrive at a correlation between loss of dignity and MH, this paper will explore published materials, followed by what a CPO1/CWO can do at the institutional level. Furthermore champion alternative medical approaches, and introduce the direct link between the CAF Ethos, and risks to the foundation for inclusion when an atmosphere of stigma continues association with MH.

Quels sont les rôles du premier maître de 1re classe/adjudant-chef (pm 1/adjuc) de nomination supérieure au regard du recrutement et le maintien en poste de membres de groupes sous-représentés au sein des Forces armées canadiennes ?
By PM 1 Guy Rouillard (2022) (French only)


This project was presented as part of the Senior Appointment Programme (SAP). The objective of my work is to analyze initiative number 13 of Strong, Secure, Engaged: Canada’s Defence Policy (SSE) (which reads: “Place a new focus on recruiting and retaining underrepresented populations within the Canadian Armed Forces [CAF], including but not limited to, women, Indigenous peoples, and members of visible minorities.”) from the dimension of Member Well-Being and Commitment of the CAF Effectiveness Framework, while explaining the roles of senior chief-petty officers 1st class/chief warrant officers (CPO 1/CWO) from the perspective of this initiative as well as that of Member Well-Being and Commitment. While culture change is well underway within the CAF, it is not fully reflected in the recruitment and retention of people from underrepresented groups. Given that it will be difficult to meet SSE objectives for 2026, senior CPO 1/CWOs will need to support the analysis of the current recruiting system as well as suggest and influence new recruiting strategies if we are to see change at this level. In addition, we will need to ensure that all Canadians can consider a career in the CAF. We need to be more visible and proactive throughout communities in Canada.

What role doe the Senior Appointed CPO1/CWO have in leveraging flexibility, creativity and innovation to effectively increase retention in the CAF?
By CPO 1 Wist (2022)


Recruitment and Retention are significant issues senior leadership in the CAF are facing. Strong, Secure and Engaged, Canada’s defence policy, introduced 111 initiatives under 23 areas of interest, including “develop and implement a comprehensive Armed Forces retention strategy to keep our talented people in uniform with a welcoming and health work environment”. As senior leaders in the CAF we ask “what role does the Senior Appointed CPO1/CWO have in leveraging flexibility, creativity and innovation to effectively increase retention in the CAF?” Information in support of this research paper was found through multiple online sources with an eye to identifying what other nations were doing to address similar retention issues as well as a focus on some internal CAF policies that assist or hinder retention. Australia and New Zealand are approaching their retention issues from different angles, either personnel related or financially through compensation. Reviews of some CAF policies such as Preferred Manning Levels, Period of Retention and Universality of Service were conducted to determine if it was possible to leverage existing policies to improve retention in the CAF. It is simple to compare other nations’ approaches to their issues, review current policies and make recommendations based on those findings, however the most important factor to consider is that of the future members who in the end, will benefit from any creative solutions produced to improve retention in the CAF.

Strengthening the Backbone : Education for the Strategic Senior Appointed CPO1/CWO and NATO Command Senior Enlisted Leader
By CPO 1 Oake (2022)


Although one could argue that newly promoted senior NCOs at the strategic level are mostly prepared, based on years of tactical and operations experience, there is a significant difference between operating and advising within a strategic environment than within the operational and tactical levels. If we then view this argument from a NATO standpoint, it adds another layer complexity. Although understanding national strategic doctrine and policy will obviously be beneficial within an international NATO alliance, there will also exist the national strategic policies of 29 other nations. Notwithstanding a diverse European culture that carries its own share of complexities and military doctrine. To do so, Senior Appointed CPO1/CWO’s required to advise and operate in a strategic environment require a significant period of time to develop. But when it comes to preparing CPO1/CWO’s for this specific level, the CAF development model doesn’t seem to adequately prepare CPO1/CWOs for the employment with a strategic environment. As such, we have a specific question: What is the role of SA/KP CPO1/CWO in adapting CAF NCOPD to the ever-evolving complexity of strategic roles, environment and employment within NATO context. To answer this question, this paper will be divided in two sections. We will first analyze how NATO operational Commands are influencing the strategic level, and how the CAF is adapting its NCOPD to this every evolving environment. Finally, we will analyze how/what is the role of SA/KP CPO1/CWO in improving NCOPD.

Systemic Racism in the Canadian Armed Forces
By MWO Trevor Knight (2021)


This report was written by a student enrolled in the Advanced Leadership Program, PLA-0017-DL-B, hosted by the Robert-Osside Institute. The report uses the systems approach technique to determine the interconnections between the various components of systemic racism within the Canadian Armed Forces (CAF). The implicated systems are then used to determine linkages to institutional leadership responsibilities found in the publication Leadership in the Canadian Forces. Upon consideration of where efforts could best change the culture of the CAF to one incompatible with harbouring systemic racism, the report proposes three recommendations as a way forward. This report contains opinions and facts as researched by the author, which were considered appropriately relevant to the subject at the time of publication. This report does not represent the status of the Department of National Defence, nor of the CAF.

How does policy affect how diversity is weighted during senior promotion and/or appointment activities?
By MWO Janet Ekstrom (2021)


In 2017 the Government of Canada released its most recent Defense Policy; Strong, Secure and Engaged. As a part of this policy, direction was given to modernize the Canadian Armed Forces (CAF) as it pertained to increasing its diversified ethnic and gender populace. It went as far as to quantitatively direct specific female gender percentage goals that were to be met by 2026, which included a strong desire to increase gender diversification in senior promotions and appointments. The impact of this specific direction, along with analysis of other policy and documents, was researched in this paper to understand “How does policy affect how diversity is weighted during senior promotion and/or appointment activities”. Contextually, the problem was described theoretically through the use of the CF Effectiveness Model, and more specifically, how it related to Member Well-being and Commitment, Mission Success and Military Ethos. Analysis of the issue was completed using the concepts of Communication, Motivation and Fairness. Realistic and achievable recommendations are proposed to mitigate the negative impacts, both real and perceived, of such policy by application of objectivity and transparency to senior promotion and appointment fundamentals and procedures, while additionally educating individuals throughout the CAF on these new measures. Thus, the CAF’s reward system of promotion, but also its operational effectiveness, will remain solidly based upon a member’s merit and capability and nothing else.

Gender Inclusivity in the Canadian Armed Forces (CAF) – The Role of the Chief Petty Officer Second Class/Master Warrant Officer
By CPO2 Michelle Seaman (2021)


When the Royal Canadian Navy (RCN) announced the adoption of gender-neutral rank designations in 2020, what should have been a watershed moment in the Navy’s diversity and inclusion efforts was marred by hateful on-line comments. This event was yet another example, which, along with the findings of the Evaluation of Diversity and Inclusion report, show that more than five years after the launch of the 2016 CAF Diversity Strategy and Action Plan the CAF had not made discernable progress on building a culture that embraces gender diversity and inclusivity. The intent of the strategy has not been backed up by individual and collective actions that align with the fundamental principles of respect and dignity for all persons. A disconnect continues to exist between the professional standards of conduct established by the CAF’s policies and the reality experienced by many members. This paper examines the reasons the CAF has not been successful in creating an environment of diversity and inclusion, recommendations for shared and individual actions needed to create a gender inclusive culture and finally, how the role of the Chief Petty Officer Second Class (CPO2)/Master Warrant Officer (MWO) in leading organizational change is more important than ever.

My professional issue: Gendered Comprehension of leadership
By Elton Adams (2021)


A gendered focus of leadership must be implemented to resolve existing insecurities in the CAF. Men and women experience life differently, these differences must be analyzed and fully explored to meet the objectives of equity. Women continue to be victims of inappropriate behaviour and harassment, and currently there is a gross deficit in relation to the involvement of women with implementing gender-specific policies that can resolve these issues. In addition, the number of men and women in Canada are nearly equal but yet only a tiny percentage of women have been enabled to share their intelligence and unique perspectives in the CAF. This paper will analyze this professional issue and highlight concepts such as systems thinking, communication, and transformational leadership, which will be essential to overcoming problems linked to gender dynamics. Lastly, this report will underline recommendations that can resolve issues that are connected to gender dimensions such as eliminating gender-blind policy, inclusiveness as it pertains to recruiting, and inclusiveness as it relates to women’s participation in high-level decision-making.

The Effectiveness of the Financial Services Administrator Trade in the Primary Reserves
By WO Sarah Branje (2021)


This paper aims to show how the current state of the Financial Services Administrator (FSA) trade within the Reserves is ineffective, and provides recommendations on what we could do now to prevent further degradation of the trade. The primary intent of splitting the Resource Management Support (RMS) Clerk trade into two separate trades (Human Resources Administrator’s (HRA) and Financial Services Administrator (FSA)) was to ensure that the technical skills in financial management and administration were honed and retained throughout the Canadian Armed Forces (CAF). However, throughout this paper I will show that the way the split was handled has instead jeopardized the continuity of those very skills and created significant issues for career progression, manning, retention, recruiting, and training. My recommendations to combat these issues include soliciting feedback HRA’s and FSA’s across the CAF (ensuring that both Regular Force and Reserve members at all levels are consulted); doing an Establishment Change at the Unit level, which would see one Corporal (Cpl)/Master Corporal (MCpl) HRA position found in a typical Reserve Orderly Room turned into a MCpl FSA position; and re-amalgamating the Junior Ranks back into RMS Clerks (or Administrators) with specialization as either HRA or FSA only happening at the Sergeant (Sgt) Level.

Optimizing Personal Career Management
By CPO2 McBride (2021)


The basis of this report was to look at how team effectiveness could be diminished through improper management of careers at the unit level. When investigating this issue, one of the key elements was how do we, as senior Canadian Armed Forces (CAF) leaders, better understand the needs and challenges of personal career growth? How do we better promote a culture that enables junior CAF members the opportunity to commit to their own well-being and at times, their own career management? As part of my initial research methodology, I compiled a questionnaire consisting of various questions. The questionnaire was sent out to various rank levels within the Signal Intelligence Specialist trade (SIGINT Spec trade). The returned results offered me the opportunity to understand the ground truth, as conveyed to me, of the various issues within the trade.

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