Peacetime Combat In Garrison
AUTHOR Major Gerald J. Flotte, USMC
CSC 1989
SUBJECT AREA - Operations
EXECUTIVE SUMMARY
TITLE: PEACETIME COMBAT IN GARRISON
THESIS: Although most people think of leadership challenges only in
combat situations, Marine leaders are faced with many leadership
problems during peacetime in garrison that must be elimated to insure
our Marines will be effectively combat ready.
ISSUE: In the Marine Corps today, every marine is faced with a large
number of exterior factors which can cause problems for himself, his
family and possibly affect his unit's combat readiness. Some of the
problems facing our Marines today are found in the following areas;
drugs, alcohol, family life, fraternization, sexual harassment and
developing themselves as leaders. The time has come for all officers,
SNCOs, and NCOs to put an end to these problems before the problems
begin. The essential elements for this difficult task is knowing your
Marines and educating them. Being able to recognize problems before
they affect a unit is the peacetime combat that all of our leaders face
today. We must insure we attack this problem to enable us to keep our
units at the highest possible combat effectiveness. Unless this is
done today, we will probably not be able to locate, close with, and
destroy the enemy by fire and maneuver when our nation calls for its
Marines.
CONCLUSION: The Marine Corps must insure that a leadership training
package is located at every unit in the Corps and that our leaders are
properly instructing and educationg our Marines before major problems
occur. By using this leadership package, the marine Corps will gain
valuable time to train our Marines for combat and keep our combat
readiness at a very high level.
PEACETIME COMBAT IN GARRISON
"OUTLINE~
Thesis Statement. Although most people think of leadership challenges
only in combat situations, Marine leaders today are faced with many
leadership problems during peacetime in garrison that must be
eliminated to insure our Marines will be effectively combat ready.
I. Leadership challenges exist in garrison
A. Commanders must be able to spot problems
B. Subordinate leaders must know signs of problems
C. Sound leadership package
II. Drugs
A. Problems of drugs in today's military
B. Drug education in today's military
III. Alcohol
A. The affects of alcohol on military units
B. Effective alcohol education program
1. What is alcohol abuse?
2. Alcohol is a threat to the entire unit
IV. Marine Family
A. Family abuse today
1. Spouse abuse
2. Child-abuse
B. Education of Family rroblems
V. Fraternization
A. Fraternization problems in today's Marine Corps
B. Solutions of fraternization
1. What is fraternization?
2. Different types of fraternization
3. Standards of Good Order and Discipline
VI. Sexual Harassment
A. Problems of Sexual Harassment
B. Education of Sexual Harassment Problems
1. What is sexual harassment?
2. Types of physical harassment
3. Penalties under the Uniform Code of Military Justice
4. Prevention of Sexual Harassment
VII. Developing Leaders
A. Where are our born leaders?
B. Development of subordinate leader
C. Leadership/eduaction/training/ equals comraderie/unit
coheisiveness/battlefield victories.
PEACETIME COMBAT IN GARRISON
Our Marines today are faced with many problems in garrison that need
to be monitored by all leaders. The substance abuse problems have
shifted in today's military from a large drug problem in the early
198Os to a smaller drug problem in the late l98Os, but a larger alcohol
problem. Family abuse is a serious problem area because of the
increased number of married personnel in the military. Fraternization
and sexual harassment problems have also risen in the 198Os. Along
with these problem areas the military leader must develop subordinate
leaders to recognize, counsel and prevent these problems from effecting
the unit.
The Marine commander has the mission to prepare his Marines for
combat. The Marine leader cannot rest on past laurels. Tomorrow may
bring war to his Marines and if they are not prepared for combat, it
will be too late. Battles are won by strong leadership that motivates
men to go beyond all elements ever experienced. Although most people
think of leadership challenges only in combat situations, Marine
leaders today are faced with many leadership problems during peacetime
in garrison that must be eliminated to ensure the Marines will be
effectively combat ready.
A leader must know when problems exist in his unit. It is up to his
trained subordinate leaders to inform him of problems at any time.
When a Marine has a problem it not only affects himself, but it affects
the entire unit. A leader must be able to spot problems and take the
corrective action necessary. Today's leader must be positive in
thinking and use the teaching and training package must be incorporated into
every units' training program.1
All Marine leaders in every unit must be educated and trained in all
problem areas. This means from the commanding officer down to the
newly joined NCOs. All officers, SNCOs, and NCOs must play a direct
role in the leadership package, this is the only way every Marine in
the unit will be on the same level of understanding. The leadership
package should include the following problem subjects: drugs, alcohol,
Marine family, fraternization, and sexual harassment. Any other
problem subject that needs to be incorperated in the leadership package
should be added at each unit level.
All Marine leaders must realize their greatest challenge in preparing
themselves for combat is the preperation of their Marines. To insure
this task is completed, the leader must train with the "teacher-
scholars" outlook. Hard work, tough, realistic training, and the proper
training of subordinate leaders will be the keys to success.
A sound leadership package utilized to instill knowledge, a sense of
responsibility, loyalty and pride in Marines has the potential for
success in eliminating many problems before they occur. This will
enable units to spend valuable time training for combat and will give
each Marine in his unit the meaning of integrity, justice, discipline,
honor, courage and the strength-to set the example.
The following leadership package will enable today's commander to use
solid building blocks for overcoming any obstacle or problem which
could occur in garrison. Winning the hearts and minds of his Marines in
garriosn is the beginning of victory on the battlefield.
1. DRUGS. The drug problem in today's military pertains to the use of
both licit and illicit substances for nonmedical purposes. Drug use is
higher amoung personnel who are less well educated, younger, unmarried,
of junior pay grade and who have fewer years in the service. Fewer
differences are found in race, sex of personnel or region of the world
where military personnel are stationed. Drug use is highest amoung E-1
thru E-3 followed by E-4 thru E-6 personnel. 2 Even though drug use has
declined in all services since the early 198O's, drugs are still a
problem in today's military. (Enclosure 1) The findings suggest that
the military has made substantial progress in curbing nonmedical
drug use and that substantial progress has been made in programs
designed to deter drug use. Despite decreases in drug use, the drug
problem has not disappeared from the military. Efforts should continue
to be directed toward preventing drug use and treating those with
problems.
A solid drug education program is a necessity in today's Marine
Corps. The drug program should provide a solid foundation on exactly
what is drug abuse. All Marines must thoroughly understand that drug
abuse is the illegal, wrongful, or improper use of any narcotic
substance, marijuana, or dangerous drug, or the illegal or wrongful
possession, transfer or sale of the same.
The time spent to discuss the terminology should be decided by the
unit leader. In preparing the discussion package, he should consult
Chapter II of the NAVMAC 2750 and NAVMAC 2662 for additional
terminology. After terminology has been understood by the unit, the
leader should transition into the Marine Corps' policies concerning the
use of illegal drugs.
The Marine Corps' substance abuse center on each base can also come
to each unit with guest lecturers, statistics and films on drug
addiction. The use of any drugs in a unit can vastly effect the
overall performance and make the unit non-combat effective.
2. ALCOHOL. The abuse of alcohol has increased in the military since
the early 1980's. This is largely due to the military's urinalysis
program administered for the detection of drug abuse. Also, alcohol is
a legal substance which can be purchased anywhere, anytime, and usually
in any quantity. Alcohol can and will affect any size unit in the
military.
Eighty-seven percent of military personnel drink at least on
occasion, two- thirds drink at moderate to heavy levels, and twelve
percent are heavy drinkers; on the average, military personnel consume
1.22 ounces of ethanol per day. Drinking patterns are heavier amoung
males,, the less well educated, younger, unmarried, and E-l thru E-3
and E-4 thru E-6 personnel. 3 Beer is the most frequently consumed
beverage (76% of military personnel drank beer within the last 30
days), followed by liquor (51%), and wine (38%). (Enclosure 2).
Drinking in the military has not declined, but risen since 198O;
although most of the negative effects were experienced by the small
group of heavy drinkers (about 12%). Alcohol problems in a military
unit that are not solved can lead to the entire unit's inefficiency.
An effective alcohol package is another important area. A leader
must emphsize to his Marines that just because alcohol is legal to
use, it is still against Marine Corps policy to abuse.
In the alcohol package, the leader should hone in on alcohol abuse
impacts on the physical, mental and psychological health of his
Marines. Each instance of abuse renders the individual Marine
unreliable, unfit for duty, and a risk to the safety of fellow
Marines. Thus, mission accomplishment is jeopardized. 4
Again, the leader must review specific terms associated with alcohol
abuse, review Marine Corps policies on alcohol abuse and discuss these
with his Marines. Insure each marine is aware of the current treatment
programs and discuss all the indicators associated with alcoholism. As
with the drug abuse package, the leader should use all base assets
available to keep his Marines thoroughly informed on alcohol abuse.
The leader must insure that all of his men understand that alcohol
abuse is a constant threat to the well-being of all the Marines in the
unit and adversely affects their capability to perform effectively in
both combat and garrison. Prevention, timely identification, precise
documentation, effective treatment, appropriate disciplinary action,
restoration to full duty or separation from service are all key
elements for every leader to use in the fight against alcohol abuse.
3. MARINE FAMILY. The structure of the Marine family has changed
radically within the past 15 years, and continues to change. Family
violence is a significant problem within the Department of the Navy
(DON). In 1987, there were 6,032 cases of child and spouse abuse
maltreatment substaniated by Naval authorities. During that same
year, 12 children and 6 adults in Navy/Marine Corps families died as a
result of injuries by family violence. Voilence and neglect in the
home strike at the very heart of our society.5
Spouse abuse is a crime. The past few years have brought increased
recognition of the problems, needs, and experiences faced by victims of
all kinds of crimes. Spouse abuse occurs often and without being
reported. Within the DON, 4,757 cases of spouse abuse were reported in
FY-87 and of that number, 3,755 were substantiated. The Navy/Marine
Corps community must come to stronger grips on spouse abuse and make
the decision to eliminate spouse abuse by the year 2000. 6
Child abuse or neglect is another serious problem that can lead to
death or to long term damage. In 1987, the DON recorded 3,245 child
abuse casess. Child physical abuse includes major physical injury such
as brain damage, laceration, severe cut, bruise, poisoning, or any
combination which places the child in a life threatening situation.
Again, the Navy/Marine Corps community must eliminate child abuse in
the near future. 7
Over 60% of all Marines are married in the Corps today. Unit leaders
must establish a vigorous education and counselling program package for
all of his Marines to understand and use for assistance. All Marines
must know that chaplains, Navy Relief Society and the American Red
Cross are available to them at all times.
Family seminars established at the unit level for the entire family
can be given by the Family Service Centers located on each base. The
Family Service Center program will cover subjects in family stress,
child abuse, the battered woman, pre-deployment education,
responsibilities during transfers and activities for social events.
Remember, every base has a Family Service Center which employs trained
professionals for the leader to use in the education of his Marines.
The mission of Marine Corps Family Service Centers is to support unit
commanders by providing information, assistance and guidance to
military families.
4. FRATERNIZATION. Fraternization in today's Marine Corps is a very
controversial topic. Most Marines identify fraternization as a male-
female problem, this is a mistake to think of fraternization only in
these terms. Fraternization problems exist throughout all ranks, sexes
and ethnical backgrounds. Fraternization can be male-male, female-
female, male-female, officer-SNCO; officer-officer, officer-enlisted or
any combination of all mentioned. Sometimes there is a very thin line
on this subject, such as, a relationship between a newly promoted
corporal and a lance corporal, or a second lieutenant and a first
lieutenant. General Robert H. Barrow, 27th Commandant of the Marine
Corps, stated:
"Every Marine, private through general, must be personally
committed to insuring that every other Marine is treated fairly and
without prejudice. Discrimination in any form is alien to the basic
values of the Marine Corps and the meaning of being a Marine. It is
the solemn duty of each of us to ensure that it does not exist.
Every Marine deserves to enjoy the feeling of dignity and respect
that comes from: fair treatment; job satisfaction; recognition of
accomplishment; and leadership committed to the professional
development of all Marines.
Confidence and the certainty of fair treatment is essential to the
dignity and well being of the individual and to maintaining the
professional excellence, good order, discipline and teamwork necessary
to sustain our readiness in peace and guarantee our success in future
battles. I am counting on every Marine's personal dedication to this
essential element of esprit de corps."8
Fraternization will continue to be a problem in the Marine Corps
unless our leaders take a firm stand on the issue and educate all
Marines.
All Marines should understand the different types of fraternization.
This topic is one of the challenges that all Marine leaders face during
their time in the Marine Corps. The Marine leader who understands the
fundamentals of leadership will recognize that the package on
fraternization reinforces the basic traits and principles of leadership
required of all Marines.
Leaders should insure their Marines understand that fraternization is
an improper relationship that disrupts good order and discipline,
undermines unit morale, and destroys successful working relationships
amoung Marines. Leaders have the responsibility to enforce policies
governing proper senior-subordinate relations. During the first
discussion session, the leader should cover the review of policies
governing proper relations amoung Marines, the nature of
fraternization, Marine Corps policy concerning fraternization and how
to deal with fraternization problems.
The Marine leader must emphasize that all personal and professional
relationships must be consistent with traditional standards of good
order and discipline and the mutual respect that has always existed
between Marines of senior-grade and those of lesser grade. Throughout
the fraternization package the leader must insure all of his Marines,
male and female, understand the result of fraternization is the
descruction of unit morale and the breakdown of traditional concepts of
good order and discipline.
5. SEXUAL HARASSMENT. Sexual harassment has surfaced in our society,
as well as in the military over the last decade. This is mainly due to
the equal rights ammendment and the greater independence of todays
women. Sexual harassment is not clearly defined and sometimes is hard
to recognize. One person could perceive they are being sexually
harassed, while the other person thinks that he is only joking with the
harassed person. Sexual harassment can destroy morale and is capable
of affecting a unit's readiness. A leader today should insure all
personnel in the unit thoroughly understand all types of sexual
harassment. The leader has the responsibility to create an environment
of mutual respect in which civilian and military men and women can
function, and to conduct appropriate training to promote an
understanding of sexual harassment.
The unit leader should start this package by defining sexual
harassment as the Department of the Navy (SECNAVINSTR. 5300.26) states:
"Influencing, offering to influence or threatening the career, pay or
job of another person in exchange for sexual favor; or deliberate or
repeated offensive comments, gestures, or physical contact of a sexual
nature in a work or work-related environment." Sexual harassment
behavior can also be verbal to include jokes, comments on appearance,
comments that reward or punish women for personal characteristics
rather than work-related behaviors, sexual remarks, invitations and
threats. All of these subjects need to be discussed until full
understanding is reached by all the Marines in the unit.9
Physical harassment is the most obvious form of sexual harassment.
This includes bumping, touching, stroking, cornering, mauling, kissing,
hugging and grabbing. Physical harassment as well as all other forms
of sexual harassment are all punishable under the Uniform Code of
Military Justice.
As a leader of Marines, you must do everything possible to prevent
sexual harassment: set the example and be intolerant of sexual
harassment, stress personal support for the Marine Corps' policy,
instill a desire to enforce proper standards amoung your peers and
subordinates, and look for signs in your unit so that corrective action
can be taken before a situation becomes serious. Sexual harassment is
any unwelcomed sexually related contact between individuals.
Prevention of sexual harassment is a leadership responsibility that
involves maintaining proper standards of behavior by both sexes and
reducing the liIkelihood of sexual harassment within the unit, by prompt
effective action if it should occur.
6. DEVELOPING LEADERS. Can it be argued whether or not good leaders
are born or made, an whether or not leadership can be taught? Sure,
this can be argued, but the real question is how to develop a good
leader. The problem surrounds ever military unit in the armed forces
today. Senior leaders have so many different leadership styles it
would be impossible to mention them all in this paper. It is for this
reason that a solid leadership package in the development of
subordinate leaders must be established in every unit. If there were a
magical pill developed to produce good leaders every major industry,
cooperation, and military service would purchase this substance.
Unfortunately, it has yet to be produced. Until a day when this
magical pill can be produced, senior leaders should all agree that the
only sure way to have good leaders is to develop them. Our seniors
must develop those who will succeed them as the future leaders.
Perhaps the most important package to teach Marines is the importance
and the development of subordinate leaders. The success of any
organization or team is based to a great degree on its members
abilities to function together efficiently. Marine Corps success is
based on its leaders, from the fire team to the top, meeting their
responsibilities to both their seniors and subordinated. As leaders,
the development of our subordinates is one of our most important and
challenging duties. General C.B. CATES, the 19th Commandant of the
Marine Corps, said:
"Leadership is intangible, hard to measure and different to
describe. Its qualities would seem to stem from many factors. But
certainly they must include. a measure of inherent ability to control
and direct, self-confidence based on expert knowledge, initiative,
loyalty, pride, and a sense of responsibility. Inherent ability
obviously cannot be instilled, but that which is talent or dormant can
be developed. The average good man in our service is and must be
cosidered a potential leader." 10
The commanding officer of each unit should stress formal or unit
schools and training programs to increase subordinates' knowledge and
understanding of their duties, and therefore, increase their
proficiency and confidence. Commanders and senior leaders should
provide clear, well-thought out directions to subordinates, convey
their intentions, give subordinates freedom of action, accept
subordinate errors and establish a climate of trust and confidence in
our subordinates
This leadership package will give the foundation for all Marines to
gain a better understanding of themselves and their future in the
Marine Corps. It is important that all Marines participate to give the to g~ve,~the
unit the cohesiveness needed for the team work of an elite fighting
machine. If all Marines understand and practice the policies and
principles of this leadership package, many garrison problems will
diminish and the unit will be able to focus more time to defeating the
enemy.
Leaders must instill in their Marines determination, an unconquerable
spirit, and the desire to excel. Leaders must establish a relationship
with their Marines which will foster mutual trust, respect and
understanding. The spirit of comradeship and brotherhood in arms which
has traditionally existed throughout the ranks of the Marine Corps must
be fostered and kept alive and made the moving force in all Marine
Corps organizations. This will teach every Marine to be self-reliant,
self-confident, and how to fight, win and survive on the battlefield.
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FOOTNOTES
1 User's Guide to Marine Corps Leadership Training, March 1984, p. 2.
2 R.M. Bray, Marsden, Guess, Wheeles, Pate, Dunteman, Iannacchioni,
"1985 Worldwide Survey of Alcohol and Nonmedical Drug Use Amoung
Military Personnel," p.2.
3 Bray, Marsden, Guess, Wheeles, Pate, Dunteman, Iannacchionim p.26.
4 J. George Strachan, "Alcoholism: Treatable Illness," p.27.
5 Codega, Daro, Ralston, Schene, Webber, Chapman, Newman, Brown,
"Child and Spouse Abuse Prevention," Family Advocacy Program, p.1.
6 Subcommittee on Domestic and International Scientific Planning,
"Analysis and Cooperation, Research Into Violent Behavior:
Domestic Violence," p. 1.
7 Subcommittee on Domestic and International Scientific Planning,
"Analysis and Cooperation, Research Into Violent Behavior:
Domestic Violence," p.3.
8 User's Guide to Marine Corps Leadership Training, March 1984,
Fraternization, p. 13.
9 User's Guide to Marine Corps Leadership Training, March 1984,
Sexual Harassment, p.2.
10 User's Guide to Marine Corps Leadership Training, March 1984,
p. I.
1. Bray, Marsden, Guess, Wheeless, Pate, Duntemann, Iannacchioni,
"Highlights of the 1985 Worldwide Survey of Alcohol and Non-
medical Drug Use Amoung Military Personnel." 1985.
2. Committee on Science and Technology, US House of Representatives,
95th Congress, "Research Into Violent Behavior: Domestic Violence."
1978.
3. Durfree, C.H., "To Drink or Not to Drink." New York; Longmans
Green; 1938.
4. Jellenek. E.M., "The Disease Concept of Alcoholism. College and
University Press, 1960.
5. NAVMAC 2767, "User's Guide to Marine Corps Leadership Training."
1984.
6. NAVMAC "Family Advocacy Program; Child, Spouse Abuse Prevention.
1987.
7. Strachan, I.G., "Alcoholism: Treatable Illness. Vancouver, B.C.,
Hazelden Foundation. 1982.
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