1 of 3: Gen. Dempsey discusses the Army profession, June 2010

[chrispaparone]

[Continuing from below] With regard to command ("this is what I want done"), management ("follow these rules") and leadership ("I humbly admit, I do not know") -- I think these various situational sources of influence help better define the role of humility in the institution -- particularly the idea of "professional officership." It also delinks "leadership" from positional authority which again complements the open-dialogical needs of "design."

[chrispaparone]

We have over-defined the scope of "leadership" in the Army. There is merit in distinguishing problems of authoritative decisiveness (command); problems of authoritative routines and resource allocation (management); and situations where problem definition is in itself problematic (leadership). Here, "leadership" is about adaptive work. This proposed revision of "leadership" (focused on the source of influence being the situation) is much more oriented to "design thinking." --ILE, Ft Lee.