A follow up to yesterdays post about Career Management.
Thanks to all who read and responded to my thoughts yesterday. I learned something about the Chaplain Corps and about myself.
I had some thoughts after working through this yesterday and responding to those to took the time to write me. What follows are some of those thoughts.
1. Perhaps what I am getting after is a paradigm. While working in the prison, my mentor there, the deputy commandant had a very direct way of challenging issues. He would often ask if the rules were ours. If so, could evaluate the rules and change them if need be – we didn’t need to permission of the Army to do that!
Just because “it has been written” does not mean that we can’t change it! I witnessed years of institutional thought move in new directions because he empowered subordinates to look at core documents and rewrite something if it didn’t make sense anymore.
By doing this, he changed the culture.
I am saying that our current system isn’t good enough. It does not work as well as it could. I understand and appreciate that what has been built cannot be changed in a day (or in the case of HRC apparently ever) but I wonder what we could change?
Perhaps we are asking the wrong questions.
What if the question personnel managers asked every day was: “What can I do today to make this process more transparent?” I wonder how that would start to change culture?
For example: there is a document that floats around every year around the time of the personnel conference. Its a simple excel spreadsheet that lists the various commands and locations and lists the number of openings they have. Some actually have a title like “family life chaplain” but most are just numbers. “2 0-3s at Ft. Carson” etc. Sometimes, this document is accessible. I’ve been able to see it and always find it fascinating. Who knew they had a slot in England??
There have also been years that I have asked for this document and it has been both refused (just fill out your “Chaps” form and don’t worry about it) and not available. It seems with the advent of the MilBook site that it has been more readily available but even then, there is still so much mystery about it. Basically, when we fill out the form, we have no idea what jobs are actually available, just that there are 10 captain slots on Ft. Campbell.
Question: what can I do to make the process more transparent and collaborative?
- Here’s a way to answer that question that does not require a single change to the existing system.
1. Have every chaplain fill out a job title and description for their unit. Create a form and have everyone fill it out. Find out what the unique challenges and opportunities that are available with each job.
2. Collect those forms at DACH and create a searchable database of all the chaplain jobs in the Army.
3. Link the available slots on that excel spreadsheet to the searchable database.
4. Every chaplain could search that database and choose jobs they think they most desire and would be a good fit for.
5. On the Chaps form, add a block that can hold more than 200 characters in which a chaplain can advocate for themselves why they want that job.
Of course, there are no guarantees but the process would be more transparent and collaborative.
It’s an idea.
But then, ideas have power. As do paradigms. I wonder what it would be like if we pushed ourselves to make the process more collaborative and transparent within the rules that already exist?
And if the rules are our rules, then maybe they need to be in a state of constant evaluation asking the question, “is this good enough? Clear enough? Does it put the right chaplain into the right job?”
2. I get it. I understand that in the Army, sometime it just is what it is. I’ve worked with it these ten years and, generally, I’ve gotten what I wanted. I generally take the approach that a job is what you make of it and as a result, I get great assignments!
That said, I still think that sometimes we accept systems that could be improved because it’s written in a regulation or SOP and therefore cannot be changed.
(side note: I learned early on that if I volunteered to write the memorandum or the SOP, I got my way because no one else wanted to do the staff work. Thus, organizations I worked with generally went with my recommendations because I was the one to write it down. Its my little secret way to control my world…)
In the end, what I am advocating for is more transparency, flatter communications, and a more collaborative effort towards getting the right chaplain into the right ministry. I believe that is a doable goal.
(Also, I still wish that the transition between reserve and active was easier and think that we’d get more and better chaplains if it were.) Just had to throw that in there…