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Riccio
Prologue:
A Programmatic View of the Inquiry into Outcomes-Based Training & Education
Gary Riccio
The Wexford Group International
Historicity of our Research on OBTE
This unique investigation resulted from an unusual confluence of events that brought key
personnel from the Asymmetric Warfare Group (AWG) together with key personnel in the
science team that ultimately was engaged by the AWG. In September 2007, Fred Diedrich and
I were involved in a project with the Fort Benning research unit of the Army Research Institute
for the Behavioral and Social Sciences (ARI). One task in that project was directed toward
identification of formative measures for instructors in the Basic Noncommissioned Officer
Course (BNCOC) at Fort Benning. In particular, we were focusing on the Small Arms
Proficiency Training Module (SAPT) of BNCOC. Scott Flanagan was invited to participate in the
measure development process known as COMPASS (described in Chapter 2). Scott was working
on Outcomes Based Training and Education (OBTE) with the AWG at that time.
The most important criteria imposed on the COMPASS process for SAPT were the Pentathlete
Characteristics (i.e., Warrior Leader, an Ambassador, a Critical and Creative Thinker, a Leader
Developer, and a Resource Manager). This introduced an exigency to map the measures of
observable instructional behavior to something more abstract, to something more like cultural
values. While the Pentathlete Characteristics in particular ceased to become a priority over the
course of the project, we consider this kind of mapping to be an important general source of
external validity for a set of instructional measures (Sidman, Riccio, Semmens, et al., 2009).
In a prior project, we addressed a set of values-based concepts, those embodied in Warrior Ethos
(Riccio, Sullivan, Klein, Salter, & Kinnison, 2004; see Appendix D). We found that it is possible
to identify relationships between abstract values and concrete behavior of Soldiers in an
operational context or training context. These relationships led to a deeper understanding of
Warrior Ethos in terms of scientifically traceable concepts and in terms of specific actionable
recommendations for the planning and execution of training. This is important because there is a
natural skepticism about the meaning of values-based terminology that changes from time to
time. In general, we suspect that persistence of a relatively small number of core values can be
identified amid such changes in terminology through their common connections to a scientifically
and philosophically meaningful foundation of enduring concepts (see Chapters 3, 4, and 5).
Given the original intent of the ARI project, it was natural to consider common and convergent
themes across projects in which we had first-hand exposure to various programs of instruction in
the institutional Army. Our involvement with such programs was through research, thus we were
more likely to be exposed to programs in which change was taking place or was being
considered. A significant convergence occurred during this project between the SAPT module of
BNCOC and an initiative of the AWG to introduce a different approach to Army training and
education (Outcomes-Based Training & Education [OBTE]) through its initial application to
marksmanship training (see Chapter 1). The AWG initiative in OBTE became important to
consider because our initial assessment of instruction in BNCOC, using the measures developed
for SAPT module, showed gaps between what BNCOC leadership expected instructors and
students to be doing and what was actually occurring in SAPT. At the same time, OBTE was
Prologue
receiving increasing attention in several programs of instruction (see Chapters 1 and 11). Both
our team and BNCOC leadership began to inquire into the lessons learned by the AWG.
By December of 2007, BNCOC leadership began to inquire into the possibility of BNCOC
instructors attending the AWGs marksmanship course. The intent of this course is to familiarize
trainers with OBTE. At the same time, Scott Flanagan brought information back to the AWG
about the COMPASS process and its potential value in bringing scientific rigorousness to OBTE.
By January, LTC Michael Richardson (Baker Squadron Commander at the AWG) began to
inquire into the possibility of developing measures for OBTE by employing the COMPASS
process and the team that ARI was using to develop measures for BNCOC. After some
deliberation about intent and purpose, in April 2008, the team began a three-month effort with the
AWG to define and measure the practice of OBTE and to begin the development of theoretical
underpinnings for the approach. LTC Richardson monitored the effort with the assistance of CSM
Michael Cortes, with the approval of COL Robert Shaw, and with visibility to many key
personnel in the AWG. Scott Flanagan, Morgan Darwin and Blaise Cornell dEchert (CD) were
key informants about OBTE to the science team on behalf of the AWG. The essential activities
and findings of the initial phase of the investigation are described in Chapters 2, 6, 7, 8, 10, and
11.
At the end of October 2008, the science team was re-engaged for further study of OBTE. In
addition to data collection, COL Shaw wanted the team to produce a monograph that would
reveal the current and potential scholarly breadth and depth of OBTE. By this time, LTC
Richardson had transitioned to a new assignment outside of the AWG and was replaced by LTC
Richard Thewes. CSM Cortes became a critical adviser and technical monitor across this change
of command. CD and Morgan continued in their influential roles as informants about the history,
cultural implications, and ongoing exploration of OBTE in the Institutional Army. The essential
activities and findings of the second phase of the AWGs internal scientific inquiry are reported
in Chapters 9, 12, 13, and 14. The engagement of the science team by the AWG ended in June
2009 as planned, consistent with the AWGs Operations Order for OBTE. Chapters 3, 4, 5, 15,
and the Epilogue were written over several months following the end of the investigation. These
chapters reflect the continuing dialog among a variety of stakeholders about the vision, purpose,
decentralized adaptation, and programmatic implications of OBTE.
The science team was co-led by Fred Diedrich and me. Fred was responsible for all data
collection on the ground and for managing the associated personnel, the most extensive part of
the investigation (see e.g., Chapters 8, 9, and 13). I was responsible for development of the
grounded theory for OBTE (see e.g., Chapter 3, 4, and 5) through continuous interactions with the
progenitors of OBTE about the assumptions, history, and expectations of the approach as well as
about their ongoing dialog with stakeholders. Fred also was primarily responsible for ensuring
that observations of OBTE were as concrete and verifiable as possible by emphasize its
manifestations and effects in the behavior of instructors and students. I was primarily responsible
for conducting due diligence on the conscious experience of instructors and students in OBTE to
achieve a deeper level of understanding of the causes and effects of good instruction. We believe
that the balance between behavior and conscious experience is one of the most noteworthy
achievements in this investigation. It helped us identify and stay focused on behavior that is
meaningful and on conscious experience that is grounded in reality.
Amid the division of labor between Fred and me, there was frequent substantial communication
between us on all aspects of the project. The purpose and outcome of this association was a
reciprocal influence between the evolving theory of OBTE and the findings about the practice of
OBTE to move us systematically toward a theory of practice. In particular, our interactions with
Asymmetric Warfare Group
Riccio
Prologue
and we explored its links to established theories. We emphasized the utility of these measures in
formative assessments for instructors and instructional program evaluation. Moving forward, we
stress that definition and measurement of instructor-student interactions and verification of
instructional practices is critical to sustain or improve the quality of any instructional service
system and to transfer any new approach to particular programs of instruction (Chapters 1 and
11). In essence, definition and measurement of OBTE can help turn conventional wisdom into
conventional practice.
We believe that tacit knowledge about good training can be made concrete through programmatic
scientific inquiry. Of necessity, this also reveals connections with domains of training and
education outside the Army. Thus, there is an opportunity to realize the potential for improvement
in virtually everything that influences Army training and education (e.g., see Epilogue) by
adapting specific practices within and beyond Army training and education and by utilizing the
more general scientific underpinnings. The research cited in this monograph provides a
theoretical and empirical basis for shared understanding and continuous coordinated improvement
across multiple organizations and organizational levels in training and education (see Chapters 14
and 15). The most immediate result of this is the ability to develop and promulgate standards for
existing values-based requirements in Army doctrine. The longer-term result is that Army
training and education will be aligned more closely and more completely with Army doctrine and
the operational exigencies it represents.
Documentation of the Research
The purpose of the investigation was to define and measure OBTE to confirm that it satisfies its
intended requirements and that it will satisfy end-user expectations during actual implementation
of the approach. More specifically, we utilized multiple sources of evidence to understand the
implementation of OBTE and its effects on thought and behavior. The structure of the monograph
reflects these means and ends (Figure 1). As is evident in this structure, there was not a linear
progression through the chapters with respect to development of OBTE as an integrated
instructional service system. Consistent with spiral development, verification and validation both
informs and is informed by the ongoing refinement of stakeholder requirements and continuous
improvement of OBTE as a mature service system. There are reciprocal relationships among
these concurrent systems engineering activities. The AWGs intent is to develop OBTE into a
mature service system that can be transitioned to the institutional Army.
Some of the chapters will have straightforward utility to instructors and their chains of command
(e.g., Chapters 2, 12, and the Appendices); that is, they are actionable without undue
interpretation. It is not, however, a users manual for Soldiers and instructors. The primary
purpose of this document is to support programmatic decision-making (Chapters 1 and 11). In
this respect, the most important contribution of this document is that it reveals the depth and
breadth of evidence necessary to support decisions about instruction pursuant to requirements in
existing Army doctrine. This includes both methods of assessment and grounded theory that are
well established in the scientific literature. We also point to scholarship beyond science that may
be necessary to understand the inevitable interactions with the unknown that presumably are the
reason for emphasis on adaptability and values in preparing Soldiers for Full Spectrum
Operations. With grounding in the science that is relevant to values-based adaptability, and
recognition that science also has its limits in this regard, this monograph lays the foundation for
development of materials specifically for Soldiers and instructors (see e.g., the Epilogue).
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TABLE OF CONTENTS
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page
Prologue: A Programmatic View of the Inquiry into Outcomes-Based Training & Education.......1
Historicity of our Research on OBTE ..........................................................................................1
The Approach and Lessons Learned from the Research..............................................................3
Documentation of the Research ...................................................................................................4
Section I. Development of Stakeholder Requirements for OBTE..............................................6
Chapter 1. Preparation for Full Spectrum Operations ......................................................................7
1.1 Requirements of Full Spectrum Operations ...........................................................................8
1.2 Outcomes-Based Training and Education (OBTE)..............................................................10
1.2.1 Exemplar of OBTE: Combat Applications Training Course........................................11
1.2.2 OBTE as a Multifaceted Instructional System .............................................................12
1.3 An Appraisal of Instruction with Respect to OBTE ............................................................13
1.3.1 A Systems Engineering Framework for Integration and Development of OBTE ........13
1.3.2 Preparation for Validation and Verification .................................................................14
1.4 References ............................................................................................................................17
Chapter 2. Formative Measures for Instructors ..............................................................................20
2.1 Development of Formative Measures ..................................................................................20
2.1.1 The COMPASS Methodology ......................................................................................20
2.1.2 Development of Measures for OBTE ...........................................................................21
2.2 Description of Formative Measures .....................................................................................21
2.2.1 Results of the COMPASS Process................................................................................21
2.2.2 Elaboration on the Description of Measures.................................................................23
2.3 OBTE Performance Measures: Planning for Training.........................................................23
2.3.1 Define Outcomes ..........................................................................................................23
2.3.2 Create a Positive Learning Environment ......................................................................25
2.3.3 Create the Parameters of Learning................................................................................27
2.4 OBTE Performance Indicators: Training Execution............................................................28
2.4.1 Communicate the Parameters of Learning....................................................................28
2.4.2 Training Emphasizes Broad Combat or Mission Success ............................................29
2.4.3 Customize Instruction When Possible Based on Constraints/Conditions ....................31
2.4.4 Facilitates Learning of Concepts ..................................................................................32
2.4.5 Creates a positive learning environment.......................................................................34
2.4.6 Instructors Utilize Measures of Effectiveness & Self-Evaluation ................................36
2.4.7 Uses scenarios to facilitate learning..............................................................................38
2.4.8 Instructors exhibit intangible attributes in own actions ................................................40
2.4.9 Hotwashes and Mini-AAR............................................................................................42
2.5 Uses of the Measures ...........................................................................................................43
2.5.1 Formative Measures for Instructors ..............................................................................44
2.5.2 Quality Assurance and Instructor Education ................................................................44
2.5.3 Continuous Improvement of Assessments....................................................................45
2.5.4 Program Evaluation and Organizational Change..........................................................46
2.6 References ............................................................................................................................46
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Chapter 15. Five ways OBTE can enable the Army Leader Development Strategy....................242
15.1 Background ......................................................................................................................242
15.2 An Emerging Consensus ..................................................................................................244
15.2.1 What Part to Balance?...............................................................................................244
15.2.2 Improving Training, by Design ................................................................................245
15.2.3 Increased Use of dL and Dependence on Self-Development ...................................246
15.2.4 Future Orientation, Unknown Requirements............................................................247
15.2.5 The Quality Instructor Challenge .............................................................................247
15.2.6 Purpose and Design are Key .....................................................................................248
15.2.7 A Natural Advantage ................................................................................................249
15.2.8 Task Specialization or Generalized Competency .....................................................249
15.3 Conclusion........................................................................................................................251
15.4 References ........................................................................................................................252
Epilogue. Integration of Leader Development, Education, Training, and Self-Development .....254
Toward Values-Based Standards for Army Doctrinal Requirements ......................................254
Nested Standards and Quality Assurance.................................................................................256
Needs and Opportunities for Staff & Faculty Development ....................................................259
A Role for Science and Measurement .................................................................................259
Toward Best Practices in Instructor Education....................................................................260
Critical Considerations for Further Scientific Investigation ....................................................263
The Necessity of Long-Term Studies ..................................................................................263
False Dichotomy of Objective-Subjective ...........................................................................264
Clarity About What Is Evaluated.........................................................................................265
Next Steps ............................................................................................................................266
References ................................................................................................................................268
Section IV. Appendices...............................................................................................................270
Appendix A. OBTE Principles & Practices: Instructor Measures................................................271
A.1 Genesis of Formative Measures for Instructors ................................................................271
A.2 Principles of Outcomes-Based Training & Education ......................................................272
A.3 Guide to Using Measures of Instructor Behavior..............................................................276
A.4 Complete Menu of Instructor Measures............................................................................279
Appendix B. OBTE Principles & Practices: Student Measures ...................................................318
B.1 Guide to Using Measures of Student Behavior .................................................................318
B.2 Complete Menu of Student Measures ...............................................................................319
Appendix C: A Commanders View of Outcomes-Based Training and Education .....................340
Summary ..................................................................................................................................340
Definition .............................................................................................................................340
Description...........................................................................................................................340
Elements of OBTE. ..................................................................................................................341
Developing the Outcomes....................................................................................................341
Developing the Training Plan ..............................................................................................341
Conducting Training ............................................................................................................342
How Training is Assessed....................................................................................................344
Conclusion................................................................................................................................344
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