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Table 7-1 in ADP 6-22 provides a Framework that helps frame the problem with 4th Armored Brigade. Key elements that need to be addressed to frame the problem include the Stressors, Resilience, Climate,  Culture, Ethics, and Values. Indicators within the unit that are in direct conflict with the "creating a positive environment" will be highlighted in order to determine the most important areas that need improvement. This will be the foundation to determine the overall assessment of the Unit and ultimately create a new vision for this organization.

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PADLET method explained and the flow of the presentation

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PADLET method explained and the flow of the presentation

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4 ABCT method to the madness

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Some key stressors affect the overall climate negatively of the unit as they fall into the DISTRESS category. A few examples of Eustress are working towards building resilience, but the distress in this organization far outweighs the positive growth of the unit.

1. The loss of the BDE CMD Team and one of the BCs.

2. Shortages in Personnel

3. Staffing Shortfalls

4. Lack of ability to balance family life

5. Sexual Harassment

6. Red Cycle Tasks

Resilience Indicators:

1. Willingness to Deploy to support EUCOM

2. NTC Rotation provides an opportunity to strengthen the unit

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Halo Of Excellence- Stress and Resilience Framework

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Halo Of Excellence- Stress and Resilience Framework

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The climate of this organization is not in alignment with the ARMY culture. As stated in ADP 6-22 "A unit's climate, based on shared perceptions and attitudes, affects mutual trust, cohesion, and commitment to the mission. A positive climate ensures Soldiers are engaged and energized by their duties, work together as teams, and show respect for each other.

1. Unit has unhealthy competition that is not conducive to unit cohesion

2. Culture in the past was professional with the best leaders who were proud of their history, but a lasting negative climate is beginning to have a lasting negative effect on the overall culture.

3. Camaraderie between BN CMD teams appears superficial

4. Soldiers fill positions that are not matched with their MOS which shows a lack of care for professional development

5. Lack of Loyalty as many officers attempt to leave the unit as quickly as possible

6. Lack of Empathy

7. There is a moderate trust in BDE Staff, but an overall lack of trust at the BN level and below

8. Sanctioned Hazing

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The unit has discipline issues that are not being addressed. ADP 6-22 expresses the importance of leaders being the standard-bearers of their organization and that they monitor ethical behavior and take prompt action as necessary to correct discrepancies. Patterns of behavior indicate that the leaders did not adhere to this critical principle and instead followed the utility/consequences in the ethical triangle.

1. DUIs

2. Excessive Blotter Reports

3. Increase in Divorce

4. Sexual Harassment

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The 4ABCT no longer has a positive environment which has led to counterproductive leadership and a negative climate that is beginning to impact the culture of the organization. The Unit is losing Trust and Cohesion, initiative, and a commitment to completing the mission. The good news is LTC (P) Shane still has time to use his assessment to implement his plan of change. I recommend four elements as described in ADP 6-22 Chapter 7:

1. Consider duty positions, capabilities, and developmental needs when assigning tasks.

2. Protect organization from unnecessary taskings and distractions

3. Assess progress toward mission accomplishment, provide additional guidance, and reset teams as necessary.

4. Use assessment techniques and evaluation tools to identify lessons learned and facilitate consistent improvement.

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Chris. Nice Job. I don't know if it was your intention, but I liked how this read like a manual or doctrine. Trey