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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.
Search results for the year "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.
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.
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.
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.
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.
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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