As a leader in the military, one of the challenges that confront platoon heads is not only to strategize on defensive or offensive maneuvers but ethical issues. Numerous scenarios constitute a moral dilemma to a military leader. Ethical issues affect every profession and involve the roles, connections, relationships, and personal orientation of both leaders and the subordinate staff (Holian, 2002). The army has a systemic or internal training on the commitment to each other and forms some of the strongest relationships while in service. Relationship-related issues define military dilemma “because the relationships frequently determined success or failure in their current jobs or contributed to future assignments” (Blevins, 2004, p.20). While outside the country the commitment to comrades, institution, and the nation become salient. Telling officers that their actions are morally wrong is a high challenge. This paper looks at a case in Afghanistan.
The conflict in this situation is managing officers’ needs and accomplishing missions using the two platoons. The military commander who oversees two units; platoon one and two is confronting professional and relational dilemmas. Two useful platoon leaders, ISG Brown leading platoons one, and ILT Urbanks leading platoon two, have relationship issues. Brown's involvement in an air crash has affected him psychologically. This mental issue has also affected his relationships with comrades. To some extent, he is incapacitated doing duties within the base or station. Sometimes he skips duties, a situation that is abnormal and intolerable in the military, but the commander overlooks. Urban's, on the other hand, is a born leader who gets things done. He accomplishes missions under his command. He leads a unified and reliable platoon. The planned assignment of a new Intel, a lady to boost the station's operations, is happening with a discovery of the massive use of pornographic materials in the platoon led by Brown. This development exposes the lack of attention to the sexual needs of the officers.
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On the lens of duty or rules, the priority is about the reputation of the platoon, military, and the nation regarding the use of pornographic materials in a station and how tasks are accomplished. Also, the relationship between the two officers leading the platoons violates military conducts. Looking with the lens of virtue places more emphasis on the communication and relationship that the leaders of the platoons have with their team to bring better outcomes and overall success of the mission. Brown’s team is underperforming probably due to his psychological condition and the relationship he has with them. The consequence angle is to look at how goals are achieved. Who and what behavior gets things done? Thus, Urbanks leadership gets things done rather than focusing on their lack of having a shave.
The factors that have led to the dilemma include the following: the craft accident; dead of an officer; platoon leader’s inability to go on operation; access to porn materials; and the transfer of an Intel to the station. The air accident which affected Brown contributed to his behavior because he was a reliable, committed, and competent leader before the accident. The traumatic effect of the accident is a significant factor in his behavior. The three course of action base on the three lenses are;
Prohibition of pornography and institution of routine inspection
Plan management and reduction of fraternization within platoons
Promote professional respect by exemplary leadership
The military operates on command structures and rules. The context within which something happened, goals, and regulations, form the manifold ethical pressures that the army operates (Maloney, 1981). Thus, professionally, the lens of duty takes into consideration the adherence to rules which if violated can give the station, military, and a negative reputation. Virtue is to build and strengthen communication and relationships that eliminate fraternization to have a focused team. The respect within comrades and leaders will help align each soldier to the common goal as bonds are maintained within the station. Maloney (1981), states that “People are the focus of every command and the heart of every mission” (p.57). These relationships should be according to military standards.
As committed as ISG Brown is, he has to be reassigned and removed from his leadership role of the platoon. This reassignment will allow for a transformational leader to come in and build the team to the shape and character of platoon one led by ILT Urbanks. This redeployment of ISG Brown is to ensure that both platoons get things done and give the nation a good reputation. In duties he is limited. From the angle of consequence, his team is not getting things done as Urbanks’s team. Regarding virtue, his condition has deteriorated to repeated arguments with colleagues affecting communication and relationships.
Implementation of the course of action will begin with informing LTC Easterly of the situation and the need for a renewed leadership in platoon two led by ISG Brown. He will be informed that the counseling undertaken by Brown is taking longer and his team is underperforming. Also, the disrespect displayed by Urbanks when Brown confronted him about his men not having a shave will be addressed by a scheduled meeting with Urbanks. Professionalism will be strengthened by team-talks base on their sexual needs management to avoid pornography even as checks are in place.
References
Blevins, R.D. (2004). Understanding ethical dilemmas in the military workplace. Retrieved from http://www. http://www.dtic.mil/dtic/tr/fulltext/u2/a429665.pdf
Holian, R. (2002). Management decision making and ethics: practices, skills and preferences.
Management Decision , 40 : 862-870
Maloney, S. D. (1981). Ethics Theory for the Military Professional. Air University Review 32 , no. 3
