Since at least 2015, the Air Force has been talking about mounting lasers on planes and jets, such as AC-130s and F-15s and F-16s. Lockheed Martin was recently awarded a $26.3 million contract to develop lasers for fighter jets.
It’s unclear what capabilities a sixth-generation fighter would have, but some have speculated it could have longer range, larger payloads, and an ability to switch between a manned and an unmanned aircraft. It might also be able to travel at hypersonic speeds, carry hypersonic weapons, and more.
Defense News reports that the Air Force hasn’t selected a developer for the F-X, also known as Next-Generation Air Dominance or Penetrating Counter Air, but hopes to put it into service around 2030.
The AFRL says it will “listen and learn from the scientific community, higher education and business professionals through a series of conversations and outreach events” at universities across the US this spring and summer.
“In order to defend America, we need your help to innovate smarter and faster,” the AFRL’s website says. “Our warfighters depend on us to keep the fight unfair and we will deliver.”
In addition to the F-X, the AFRL video features the Air Force’s Loyal Wingman initiative, in which a manned fighter jet commands and controls a swarm of attack and surveillance drones.
It also showcases the Defense Advanced Research Projects Agency’s Gremlins program and the Air Force’s Counter-electronics High Power Microwave Advanced Missile Project, known as Champ, a conceptual missile designed to cause electronic blackouts.
On Saturday, December 12, the 121st Army-Navy football game will be played. The pandemic has thrown a monkey wrench in all of our lives and it’s no different for this rivalry. This will be the first time since 1943 that the game is held at West Point. While the football may not be the best, the trash talk of the week is top-notch. Soldiers, sailors and Marines united for their country and divided for one football game. Check out these top Army-Navy game tweets. We don’t know who will win on the field but there appears to be a winner in pregame shenanigans.
1. Duffel Bag Drag
Have to give it to Navy, the uniform is like a duffel bag with a number.
2. Nice Decor
They could pass for either bathroom decor or counter tops.
3. Top Tier?
I believe the Navy folks would say the same thing about Army.
4. You Had One Job
An epic failure that will never be forgotten.
The long-term health effects are real.
6. A Higher Power
I wonder if the church was on a Navy base.
That seems appropriate in 2020 with Navy’s losing record.
Looks like a tough final exam.
I see how it can get mixed up.
10. Power Move
A big time play to get two carriers lined up for this photo.
This must pain them dearly.
12. Big Baby
At least baby elephants are cute.
13. Look Closely
Have to give a round of applause on getting to the Superintendent’s house.
I’m hopeful for a high scoring game with a lot of touchdowns.
15. Tropic Lightning
It’s a taro leaf for the 25th Infantry Division in Hawaii.
16. Top Gun
I heard a rumor that Pete Mitchell will be promoted in the new Top Gun movie.
17. Who Cares?
Something a lot of non-veterans don’t understand.
18. What Game?
Whether you are diehard Go Navy, Beat Army or forever Go Army, Beat Navy, it’s going to be a great weekend.
Bob Teichgraeber grew up under the dark shadow of the Great Depression. When World War II came to America, he signed up for the Army Air Corps to earn a better living and serve his country.
He never dreamed he’d end up a prisoner of war.
Assigned to a B-24 within the 445th Bomb Group as a Gunner, Teichgraeber found himself stationed outside of London, England. It was February 24, 1944, when he and his crew joined 25 other planes headed for Germany. Their mission: bombing a factory responsible for building Messerschmitt fighters. Unfortunately, Teichgraeber’s group missed the meet up with a large wing of 200 planes. Rather than wait, their group leader pushed to continue on without fighter protection.
The Germans shot down 12 of their 25 planes down before they ever hit the target. “They were all around us like bees shooting,” Teichgraeber explained. Despite the constant barrage of bullets, their plane managed to drop their bomb on the factory. They also shot down enemy fighters in the process. Not long after that, they were attacked head on by an enemy fighter plane.
“They hit our oxygen system in the bomb bay and the plane caught on fire and went down,” Teichgraeber shared. Although he broke his foot and ankle in the crash, a well-timed jump saved him from being torn in two by the horizontal stabilizer. When he looked around, he realized only six of them had made it through the crash.
As they exited the plane, the Germans were waiting for them. “We were captured and brought to a prison camp in East Prussia, which is Lithuania now. They handcuffed us to each other and made us run up a hill with German police dogs at our heels and throw our Red Cross parcels away,” Teichgraeber said. It was so dark that he was soon separated from his crew. “It was the end of February of ’44 and we tried to wait patiently for D-Day, which we knew was coming.”
Some of the men were unable to cope with the waiting, though. “Some of us tried but we really didn’t have the ability to help these guys,” he said sadly. They were taken away and he never saw many of them again.
A few months after being captured, he heard the Russian guns coming closer to their prison camp. The threat of the Russians forced the Germans to evacuate the prison camp and move everyone up the Baltic sea on a coal ship. “We were put down in the bottom of the hull — it was darker than an ace of spades and we didn’t see anything for three days,” Teichgraeber said. The Germans unloaded them in Poland, but the prisoners weren’t there long… soon, they could hear the Russian guns getting closer once again.
The Germans forced them to march.
It was winter and hovering around 15 degrees and the only scarce food available was bread and potatoes, but not all the time. After that first night of marching away from the Russians, Teichgraeber and the other prisoners (mostly airmen) were forced to sleep on the frozen ground. He shared that they all dreamt about those Red Cross parcels they were forced to throw away, which were filled with things like spam, candy bars and soap – a feast they’d give anything to have right then.
The marching didn’t stop, even in the snow. “Sometimes all you could see was the guy marching in front of you, it was so white out,” Teichgraeber said. He described the horrific scenes of constant frostbite, diarrhea and starvation. Sometimes they’d get lucky and find barns to sleep in, instead of the ground. But those were filled with lice and fleas. “Guys began dropping out,” he admitted.
After a couple of months, the marching finally stopped. Their group arrived at another prisoner of war camp, this one much more crowded. Teichgraeber and a friend found a barracks building and slept on the floor, trying to recuperate. Five days later, the entire camp was forced to evacuate and march once again. This time, to avoid the British.
“They would do a headcount every morning and we were close to a barn. Our guard got distracted so once they did the headcount, my buddy and I went back into the barn,” Teichgraeber said. They hid, trying not to make a sound as they waited, praying they wouldn’t be found. Eventually, they heard the sounds of the camp moving and marching again. Soon there were no sounds at all.
They were free.
“The next day, the British came through and rescued us,” he said with a smile. Teichgraeber and his fellow airman were given new clothes, which was a relief after wearing the same ragged clothes for months. “They got us cleaned up and in one of their uniforms – which was very unusual as you’d normally never see an American service member in another country’s uniform, but it was clean.”
Normally around 135 pounds, Teichgraeber found himself hovering at 90 pounds after his rescue. He shared that they were all so hungry that after chow was served, he and the other airman went back and raided the garbage cans for food. “An officer found us and told us we didn’t have to do that anymore,” he said. “But we were so used to it at that point.”
After a few weeks, he and the others rescued were put back into American hands and sent home. Although faced with torture and other unimaginable horrors while he was a prisoner of war, Teichgraeber said he never lost hope. When he returned to his hometown in Illinois, he went back to work at his old job and met his wife, Rose, not long after. They’ve been married for 68 years.
On August 22, 2020, the former prisoner of war turned 100. When Teichgraeber was asked the secret to his longevity, he got a twinkle in his eye and said with a laugh, “Just don’t die.” He still loves to sit in his riding lawn mower and take care of his own grass. Sometimes he even drives if he’s feeling up to it, although there is a caregiver who comes to help with errand running these days. After surviving 421 days a prisoner of war, he said his life has been continually filled with beauty and joy.
U.S. Marines are known for their fast thinking and courage in a time of need. Marines are taught from day one the core values of honor, courage, and commitment. U.S. Marine Cpl. Alexandra Nowak, an administrative specialist with Alpha Company, Headquarters and Support Battalion, Marine Corps Installations West, Marine Corps Base Camp Pendleton, exemplified unwavering courage when she saved the lives of three people Sept. 20, 2019.
Nowak was driving to pick up her 2-year old daughter and mother at the airport on Interstate Highway 15 in Escondido, California, when she witnessed a multi-car collision resulting in a sports utility vehicle rolling onto its side.
Nowak, a native of Forney, Texas, sprang into action to help the vehicle’s occupants. She was able to successfully retrieve the driver’s uninjured 9-month old and 4-year old children from the vehicle and help them to safety.
After pulling back the broken windshield, Nowak realized that the driver’s arm was almost completely severed. Nowak then retrieved the tourniquet she kept in her vehicle and proceeded to administer first aid and keep the driver conscious until first responders arrived.
“I remember she asked me ‘Am I going to die?’ and I told her, ‘No, I am not going to let you die,'” Nowak said.
Escondido Fire Department Officials and witnesses at the scene credit Nowak’s quick thinking and bravery as the main reason that the driver did not suffer more severe medical issues or even death.
“I was courageous, yes. Would I do it again? Yes. Do I hope I have to do it again? No,” Nowak said.
Those who work with Nowak said her willingness to help was not surprising.
“It’s not surprising that she stopped to help,” said Sgt. Shannon Miranda, an administrative specialist with Alpha Co., HS Bn., MCI-West, MCB Camp Pendleton. “Her mom skills always kick in and she always tries to help people out.”
Nowak acted as any Marine should act in a traumatic event. With quick thinking and implementing the skills taught to her within the Marine Corps, she became a hero to the three people saved that day and an example to all Marines within the Corps.
This article originally appeared on Marines. Follow @USMC on Twitter.
In 2015, a new generation of lieutenants arrived at Army units. They arrived unannounced with no notice to their receiving commands. These officers are technology-based, possess an innate ability to find information, and are closely aware of the geopolitical environment. While this surge of new thoughts and ideas could be invigorating to the organization, it is more likely that these generational differences will create personality conflicts between senior leaders and these new officers. Some senior officers may not recognize their inherent strengths and only highlight their reliance on social networking and lack of concrete experience.
While academic research continues to explore the impact of differences between the societal generations, it is possible to understand how generational divides have influenced the Army’s officer corps. Due to the strict hierarchical structure of the Army and “time-in-grade” requirements for promotions, the officer corps naturally segregates along generational lines. These prerequisites produce officer cohorts that often share similar societal experiences and may develop similar personality traits.
Currently, there are four generations operating in the Army, individually banded to a specific set of ranks. Each of these generations has different and specific perspectives shaped by their generational experiences. For example, some current general officers tend to strongly value organizational loyalty, colonels and lieutenant colonels prefer to empower junior officers and NCOs, majors and captains are comfortable with change, and the new lieutenants have vast digital networks that help them gain context within the strategic environment.
Acknowledging that there are fundamental personality differences within the entire chain of command is important to create an atmosphere that enables trust and growth. In order to optimize effectiveness, officers must accept that generational differences exist in the Army, understand how those differences currently influence officer interactions and recognize how to leverage the strengths of each generation of officers.
Generational Differences in the Army
A generational label is a brand given to a societal cohort born between a set of birth years. Since these generations experience the same social influences, successes, tragedies, and technologies during the formative years of their lives, they often develop a shared societal personality and view of the world. How old someone is when he or she experiences a key national event can have a profound impact on their personality.
Current studies in neurodevelopment show that visual and emotional experiences during the teenage years are molding and shaping neural brain connections (Hensch, 2016). When the events of World War II, Kennedy’s assassination, and 9/11 happened, teenagers observed and processed them much different than their parents and grandparents. The summation of these events shapes and influences each of these cohorts into a shared identity and culture. It becomes so pervasive, that psychologists label these cohorts by both birth year and personality type, and thus the terms Boomers, Gen X, and Millennials become common societal lexicon.
Without analysis, one might assume that the Army avoids societal generational issues within the officer ranks. With the physical, mental, and societal requirements needed for admittance into the US Army, less than 30% of American youths are eligible for military service (Christeson, 2009). Given these limitations, less than 0.03% of the US population will wear a US Army uniform, and only about 15% of that small amount will become an officer (Office of the Deputy Assistant Secretary of Defense, 2015).
The military’s strict admission standards suggest that the officer corps does not represent a cross-section of society, and in turn, a cross-section of societal generations. In 2000, Dr. Leonard Wong conducted extensive interviews of the officer corps and noted that “distinctions between Boomers and Xers are not as glaring because self-selection into the Army serves to homogenize the population.”
However, Dr. Wong (2000) did find that generational differences still emerged. Due to the hierarchical structure of the Army, officer’s promotions are based on performance and time of service. These factors sectionalize the Army’s leaders by age and band them to a specific set of ranks. While a civilian organization may hire a Millennial to serve as a manager of Generation X subordinates, the Army will not directly hire someone to serve as a senior officer. Based on these formal personnel practices, the current Army typically has Baby Boomers as senior generals, Gen X-ers as lieutenants colonel to two-star generals, Millennials as captains to lieutenants colonel, and the iGeneration as cadets to lieutenants.
Impacts of Generations on the Officer Corps
After recognizing that generational differences permeate the force, it is important to understand how these differences influence officer behavior. The effects of generational personalities ripple through the officer corps as each level of command interacts differently with those above and below. Due to the hierarchical structure of the military and the low speed of change, programs enacted by senior leaders can prevail for decades. In fact, aspects of programs implemented by officers born in the 19th century still persist in the Army today. Therefore, in order to capitalize on the strengths of each generation, there should be a better understanding of how the officer corps evolved over the years. While there are currently four generations of officers serving in uniform, a review of the earlier officer generations helps fully understand the rolling ebb and flow of the officer corps.
Lost Generation to Silent Generation
The first major influence on the US Army officer corps was the Lost Generation. These officers were born from 1883 to 1899 and were lieutenants and captains in World War I, field grades in the inter-war period, and general officers during World War II and the Korean War. As children, these officers lived through a period of economic and political reform as the United States struggled with worker strikes and intense political corruption. As lieutenants, they experienced the brutal battlefields of World War I and returned disillusioned from the horrors of the war. Their disillusionment colored their experiences so strongly that Ernest Hemingway labeled the generation as “Lost” because the veterans seemed confused and aimless (Hynes, 1990). In the interwar period, these officers witnessed the 1920 National Defense Act cut the Army to a skeleton shell (U.S. Congress, 1940). With little to no troops in their commands, they focused on education and broadening opportunities. The best of these officers attended the prestigious Command and General Staff College and Army War College (Yarger, 1996). As general officers, these officers quickly mobilized a large US Army, developed new combined arms doctrine, and ultimately won a protracted war across two fronts (House, 2002). Ultimately, these officers witnessed the brutality of war on all its fronts and responded to the call to rid the world of great evil. These officers primed America to move into a new era of development and safety. Their new problem, it seemed, was constraining their overly ambitious G.I. Generation subordinates.
The G.I. Generation, also known as the Greatest Generation, was born from 1900 to 1924. These officers were lieutenants and captains in World War II, field grade officers in Korea, and generals during the Vietnam Conflict. As children, they received an increased emphasis on education and were members of the newly formed boy scouts, learning “patriotism, courage, self-reliance, and kindred values” (Townley, 2007). Their civic-mindedness bloomed during “The Great War” and they steeled their resolve through the Great Depression. As young officers during World War II, they saw the might of collective organization and teamwork; leading to their mantra of “bigger is better” (Howe and Strauss, 2007). Leaving the war victorious, these officers learned that with tenacity and teamwork, anything is possible. When these officers entered the battlefield of the Korean War, they were ready for the same audacious fight they won five years earlier. However, they commanded battalions that were undermanned and under-equipped for a protracted war on the austere Korean peninsula (Fehrenbach, 1963). These officers arrived home with no fanfare for their sacrifice, a stark contrast to their arrival home from World War II. While these officers sought to understand their Cold War role, their civilian peers flourished in America’s economic boom. By the arrival of Vietnam, the GI Generation occupied the senior positions within the Army, and they disliked the lack of civic support from younger generations (Howe and Strauss, 1992). They believed that their hard work and struggles paved a golden path and the public critique and disobedience from subordinates only disgraced their sacrifice.
The Silent Generation was born between 1925 and 1942. These officers were lieutenants and captains in the Korean War, field grade officers during Vietnam, and generals during the Cold War. As children, this generation saw their parents struggle through the Great Depression and then depart for World War II. In college and the workplace, they found that the returning G.I. Generation veterans received preferential treatment and immediately assumed leadership positions in organizations. As lieutenants during the Korean War, they performed admirably on the tactical battlefield. However, the war’s stalemate and lack of homecoming contributed to these officer’s feelings of being part of the “forgotten war” (McCraine and Hyer, 2000). Due to the shadow of their G.I. Generation leaders and the rejection from the Korean War, these officers valued inclusion, acceptance, and conformity (Howe and Strauss, 2007). This was most poignant when Silent Generation officers became field grades during the Vietnam Conflict. As mid-level leaders, they were inclined to mediate between some overbearing G.I. Generation generals and some radical Baby Boomer company grade officers. Ever the peace-maker, the Silent Generation officer worked to appease both sides and succeeded in appeasing neither (Howe and Strauss, 2007). Having to define their own boundaries and identity in a G.I. Generation world, the Silent Generation officer became masters of a process-driven society. Showcased with the Total Quality Management program, these officers strove to maximize efficiency from the grandiose system they received from their G.I. Generation leaders (Department of Defense 1988). As general officers, they struggled to understand why Boomer field grade officers did not appreciate or understand their process-driven approach to problem-solving and leader development.
Baby Boomer: Current 3 and 4 Star Generals (tail end of the generation)
The Baby Boomer officers, or Boomers, were born from 1943 to 1960. These officers were company grade officers during the Vietnam Conflict, field grade officers during the Cold War and Desert Storm, and generals during Operation Enduring Freedom and Operation Iraqi Freedom. As children, Boomers received the windfall of economic growth in America (U.S. Department of State, 2011). While the radio and television brought the horrors of the Korean Conflict to their living room, their parents shielded them from the reality of this war (Spock,
1946). As Boomers became teenagers, the nation emerged into an age of optimism. They watched as their parents placed men on the moon and witnessed women and African Americans fight for equality. Early-stage Boomer lieutenants left to fight a war in Vietnam and came back disgruntled and unappreciated (Karestan, Stellman J., Stellman S., Sommer, 2003). They returned to a nation that cursed their service and devalued their participation in an unpopular war. As field grades in the post-Vietnam era, they witnessed their Army bottom out on readiness and give way to the arrival of zero defects, careerism, and new heights of micromanagement into the military (Jones, 2012). However, with the election of President Reagan, this same army rapidly grew and modernized. Vowing to learn from the failures of Vietnam, early Boomer colonels and brigadier generals helped write Air Land Battle Doctrine and tested its tenants at the newly formed National Training Center (Meyer, Ancell, Mahaffey, 1995). Their hard work paid off during Operation Desert Storm when Boomer officers led the battalions and brigades that routed the 4th largest army in the World (Hoffman, 1989). At the start of Operation Enduring Freedom, senior Boomer officers had the ability to see the fight unfold and talk to the tactical officer on the ground. Often their tendency to micromanage proved too great, and junior Generation X officers rebuked their tinkering at the tactical level.
Generation X: LTC-2 Star General
Generation X officers were born between 1961 and 1980. While some of these officers served in Operation Desert Storm and Grenada, most were company grade officers during Bosnia and the initial phases of OIF and OEF. As children, Generation X felt the impact of a divided Boomer household. Due to an increase in divorce rates and dual working parents, they were generally independent and self-supporting early in life (Zemke, Raines, Filipczak, 2000), also known as latchkey kids. As teenagers, they experienced social failure on multiple fronts between Presidential resignation, economic crisis, and the Challenger Explosion. When Generation X officers entered the Army, a majority of them did not share the same work ethic as their Boomer field grade officers. These junior officers often failed to adapt to the 24/7 work attitude of their leaders, as many felt the Army was simply a way to make a living and not a lifestyle (Wong, 2000). In the mid-1990s, their perspective was reinforced when a downsizing Army laid off many Boomer and Generation X officers. As the Army entered direct combat engagements in Bosnia, Afghanistan, and Iraq, their experience and commitment to the organization grew. Their independent personality thrived as they controlled large sections of the battlefield and even served as interim mayors of towns (Crane Terrill, 2003; Cerami Boggs, 2007). However, as Generation X officers occupy the senior ranks, they struggle with how to connect to the Millennial junior field grade and senior company grade officers that work for them.
Millennial: CPT- new LTC
Millennial officers were born between 1981 and 1993. These officers were lieutenants and captains in Iraq and Afghanistan and sustained a bulk of their leadership development during these conflicts. As children, Millennials experienced a resurgent focus on family values and a rebuking of the divorce culture their parents endured (Amato Keith, 1991). A key moment of their cultural development was the 2001 attacks on the World Trade Center Towers, as many were teenagers during this attack (Ames, 2013). They watched the terror live on television and then witnessed America and the World band together to take action. While in high school and college, Millennials experienced the rapid growth of the internet, instant reporting, and the birth of social media. When they entered the military, these officers found an Army that was fighting two protracted wars in Iraq and Afghanistan. As currently serving company commanders and junior field grades, Millennials have a direct impact on the newest generation of officers.
A typical iGeneration officer was born after 1993 and started to arrive at U.S. Army units in 2015. When these officers were born, home-based internet became mainstream and connected people through email, chat rooms, and websites (Coffman Odlyzko, 2001). This invention influenced the way they learned, processed information, and even interacted (Anderson Rainie, 2010). As an adolescent, they watched the 9/11 attacks unfold live on television and struggled to understand the fear and uncertainty that gripped the nation in the aftermath (Ames, 2013). As teenagers, Facebook, Twitter, and other social media sites were mainstay hangouts among their friends. Due to witnessing a terror attack, financial ruin, and world power plays, they are naturally guarded and more pessimistic about America and the future (Doherty, 2105). With the invention of smartphones, information was instantly available and they had the ability to answer any question, interact online with any number of their social circles, and enjoy constant streaming access to world news and current events. With this capability also emerged an environment where companies were marketing to them around the clock. One side effect to this is their inherent distrust of the ‘corporate narrative’ and they prefer to follow the advice and recommendations of the ‘average person’. This is evident in the explosion of YouTube stars that do videos of unboxing, product reviews, movie recaps, and even video game players. Technology is second hand to these officers and through social networking or data mining, they possess an innate ability to find or crowdsource information. Even with unprecedented access to information, these instant updates on world events may also lead to a false t awareness of the strategic environment.
Leverage the iGeneration
Understanding the context and dynamics of the officer corps creates an atmosphere of growth and development. With context, officers understand why Boomer generals value organizational loyalty, Generation X senior field grades and generals prefer to “power down,” Millennial officers are comfortable with change, and iGeneration lieutenants that possess a natural ability to build large social networks to gather information and learn. Ultimately, self-awareness is a leader’s ability to understand their own personality, the personality of others, and most importantly, how their personality affects those around them. Based on the cohort study analysis above, officers should have an insight of themselves, their leaders, and their subordinates. This collective self-awareness is a vital recognition of strengths and weaknesses. The average age for an Army officer is currently 35 years old. This age is the border period between a Generation X officer and a Millennial officer. In the next five years, approximately 15% of all officers will be an iGeneration officer and nearly 65% of the officer corps will be of the two youngest generational groups (Office of the Deputy Assistant Secretary of Defense and Military community and Family Policy, 2015). Given these demographics, the force is primed for institutional changes that maximize the iGeneration lieutenant’s strengths while leveraging the experience and knowledge of the Boomer and Gen X senior leaders. The context in which an iGeneration lieutenant developed influences how they learn. Between social media, Youtube, and video games, these officers are comfortable with reading, watching, and even interacting with history, science, and current events in an online environment. This information access developed a cohort of officers that have little concrete experience in the world, but an ability to virtually mine anything they need to know. What they lack, however, is the critical analysis needed to filter and understand this information. Leaders should recognize these dynamics and present their experiences in a way that appeals to this new generation. New lieutenants will best learn by observing, researching, and collaborating. This style is less receptive to directive orders and more motivated through senior mentorship. This does not mean that these officers are not effective followers. Instead, they prefer to take the problem at hand, brainstorm ideas, and view it from multiple perspectives to gain consensus on the best solution.
Leaders at the tactical to strategic level should consider these traits while developing organizational programs. Tactical commanders can use the iGeneration’s unique learning style to develop critical analysis by encouraging these officers to critically think and write. Likewise, senior Army leaders could consider expanding the acceptance of more junior officers into information operations and operational support career fields. Operating in these functional areas will leverage these officer’s strengths and can promote and grow the Army capabilities as a whole. Overall, the inclusion of these new officers in multiple arenas of the US Army will promote growth and development for the ability to fight on a twenty-first-century battlefield.
There are currently four different generations of officers within the Army and these generations arrange themselves across the Army’s hierarchical rank structure because of “time-in-grade” requirements for promotions. Leaders should understand that these generational differences impact those around them. Over the last seven generations of officers, these differences often perpetuated a cycle of misunderstanding. Recognizing how these misunderstandings can occur, officers should be aware of personality traits and how leaders and subordinates will interpret these traits. Leaders should also recognize that a new generation of lieutenants is arriving in the Army. These officers are technology-based and have a vast social network that can span various nations and cultures, granting them a unique perspective into the strategic environment. They possess an unparalleled ability to virtually mine the internet but lack the critical analysis to understand it. With proper self-awareness within the officer corps, leaders can effectively develop programs for this emerging generation of lieutenants. Senior officers should develop more programs that develop the critical thinking and analytical abilities of these officers while leveraging their strength and understanding of technology and social networking. By better understanding the Army’s generational divides, officers can ensure that the Army remains on the leading edge of technology, leadership, and war-fighting capability.
It can be hard to be anyone that is military-connected. Long hours, uncertain travel plans, deployment, bootcamp, cancelling everything…MREs; but military kids somehow manage to navigate the life much better than most adults. What I noticed after spending time with my own military kids and their friends is that when the rubber meets the road they will always shock you with their resilience and their maturity, and really their sheer coolness under pressure. They also have a little bit of humor about their lives, which we all know is an essential part of getting through this life. I’d like to introduce five military kids, ages 6 to 13. If you really want to know what being a military kid is like maybe we should actually ask the kids?
Here are 4 reasons military brats are superior human beings:
Military kids have a sense of humor.
At age 6, Mattis (yes, you read that right, his namesake is the unwavering General Mattis) has a rather humorous outlook on life as a military kid. Both of Mattis’ parents are Marines, his dad is currently serving. He’s dead serious about the fact that having a million dollars would make his life as a military kid much easier. Me too, kid. Upon further reflection he settled on a hug being the best way to get him through the tough times; and is swaying from the idea that it’s impossible that his military parents have made him stronger. Ami, age 11, firmly believes the best part about being a military kid is the military ID you get when you’re 10.
Military kids Dannika Mattis.
Military kids find ways to thrive in hard times.
Dannika, age 10, finds the good and bad with military life. “I just don’t want to feel left out,” she said. “My friends from my old school talk about things going on in their lives, and I don’t feel a part of the group anymore. It makes me sad.” On the flip side she says, “Every time I move I get to make new friends, so I have way more friends than regular kids.” Ami, age 11, shared, “I’m used to things getting cancelled. It usually just means we’ll just get to do something different. It might even be cooler.”
Military kids might know more about the world than you do.
Brian, age 13, is always shocked about how much his friends don’t know. “You get to learn a lot about the stuff that’s happening in the world and our history in a way that’s different.” Dannika shared what that understanding really means. “Regular kids have normal lives where they don’t have to worry about their mom or dad going to war. We appreciate our parents more when they are home.”
Military kids Brian, Ami, and Phillip.
Military kids know what they need.
And it’s really simple. Phillip, age 8, says, “I just want people to pray for my dad and me.” On Brian’s wishlist? “People just to be able to be sympathetic to military kids, especially when they have parents who are gone. Just tell us it’s going to be okay and that we aren’t alone, and that you’ll be there for us.”
So, this Month of Military Child we can read about education supports, therapy, why a parent loves their military kid…but it’s worth your time to sit down with your military kid and just ask them. You might be surprised at their responses.
The State Department has fired six employees at the U.S. embassy in Afghanistan for allegedly using or possessing prohibited drugs, a particularly troubling infraction given the years-long U.S. effort to eradicate opium production in the country.
A senior State Department official said those who were embassy employees were fired and others who were contractors were released from their contracts.
The official declined to say what led to the investigation, but the Wall Street Journal reported it was launched after a person was wandering about in a state of confusion.
A State Department official told Voice of America News on March 30 the fired workers “were found to have been using or in possession of prohibited substances.”
Opium production in Afghanistan is a major source of income for the Taliban and other insurgents.
Afghanistan is the source of more than 90 percent of the world’s heroin. Despite global efforts to stem the flow of narcotics, the United Nations says production reached near record levels in 2016.
The United States has spent more than $8 billion on drug interdiction in Afghanistan since the start of war against the Taliban in 2001.
UPDATE: THE VOTING IS NOW CLOSED AND THE WINNER WILL BE ANNOUNCED ON MONDAY, SEPT. 25, 2017 AT WE ARE THE MIGHTY!
Welcome to the finals for Mission: Music, where veterans from all five branches compete for a chance to perform onstage at Base*FEST powered by USAA. CLICK THE BUTTON BELOW TO VOTE every day to determine the winner!
JP is a United States Marine with four combat deployments to Iraq and Afghanistan. He is also a singer/songwriter, life documenter, spirited lover, and careful father.
As a teenager, he went to the funeral of his brother’s close friend where someone pulled out an acoustic guitar and played “What I Got” by Sublime. JP fell in love with the way music assisted in healing that day. He also had to say goodbye to friends and loved ones of his own, including his brother and sister. Music became a way for him to document life, writing about love and loss.
Currently, the JP Guhns team is based out of South Carolina. JP is determined to push his blend of southern rock and alternative country out to anyone on a “poor man’s budget and a dad’s schedule.”
He has two children, a wonderful wife, and a strong ambition for life.
For every vote, USAA will donate $1 (up to $10k) to Guitars for Vets, a non-profit organization that enhances lives of ailing and injured military veterans by providing them with guitars and a forum to learn how to play. Your votes help those who served rediscover their joy through the power of music!
Tehran says that Robert Levinson, a former FBI agent, left the country “long ago” and doesn’t know where he is, rejecting a claim by his family saying he died in Iranian custody.
“Based on credible evidence, [Levinson] left Iran years ago for an unknown destination,” Foreign Ministry spokesman Abbas Musavi said in a statement on March 26.
He added that officials had done everything possible to find out what happened after Levinson left Iran but had found “no evidence of him being alive.”
“Iran has always maintained that its officials have no knowledge of Mr. Levinson’s whereabouts, and that he is not in Iranian custody. Those facts have not changed,” added Alireza Miryousefi, a spokesman for the Iranian mission at the United Nations.
The Iranian comments come in response to a White House statement saying that the U.S. administration believed Bob Levinson may have passed away “some time ago.”
“Iran must provide a complete accounting of what occurred with Bob Levinson before the United States can fully accept what happened in this case,” White House national-security adviser Robert O’Brien said in a statement about the American, who disappeared in Iran 13 years ago, when he was 58.
Before that statement, Levinson’s family posted on social media that it had received word about his likely fate from the U.S. government.
“We recently received information from U.S. officials that has led both them and us to conclude that our wonderful husband and father died while in Iranian custody,” the Levinson family said in a statement.
“We don’t know when or how he died, only that it was prior to the COVID-19 pandemic,” it added.
Following the family’s announcement and before O’Brien’s comments, President Donald Trump told reporters that “I won’t accept that he’s dead.”
Levinson had been “sick for a long time” before he was detained, Trump said, adding that he felt “terribly” for the family but still had some hope that Levinson was alive.
“It’s not looking great, but I won’t accept that he” dead. They haven’t told us that he’s dead, but a lot of people are thinking that that’s the case,” he said.
Levinson disappeared when he traveled to the Iranian resort of Kish Island in March 2007. He was working for the CIA as a contractor at the time.
The United States has repeatedly called on Iran to help locate Levinson and bring him home, but Iranian officials said they had no information about his fate.
However, when he disappeared, an Iranian government-linked media outlet broadcast a story saying he was “in the hands of Iranian security forces.”
The Levinson family said he would be alive today “if not for the cruel, heartless actions of the Iranian regime.”
“How those responsible in Iran could do this to a human being, while repeatedly lying to the world all this time, is incomprehensible to us. They kidnapped a foreign citizen and denied him any basic human rights, and his blood is on their hands,” the statement added.
Marvel officially announced its massive upcoming slate that will kick off phase 4 of the MCU starting with “The Black Widow” solo movie coming to theaters May 1, 2020. Black Widow finally getting her own movie should come as no surprise, as the superspy is one of the OG Avengers and is played by Scarlett Johansson, one of the biggest actresses in the world.
However, there is one big potential problem: Black Widow is, for lack of a better word, dead, as she sacrificed herself to help the other Avengers get a hold of the Soul Stone. Obviously, this means that “The Black Widow” will be an origin story set in the past but it also begs the question: could “Black Widow” being the first movie in phase 4 mean that the MCU is finally ready to embrace the multiverse?
Confused? Well, it’s possible that “The Black Widow” could just be a standalone origin film but given the interconnectivity of the MCU, that feels unlikely. “Captain Marvel,” the last movie before “Endgame,” took place in the 90s but it still managed to connect itself to the larger narrative (“Captain America” did the same thing). This makes it feel highly unlikely that “Black Widow” will be a stand-alone story that marks the end of Johansson’s time with Marvel, especially considering the fact that it has been chosen as the movie to start the post-Iron Man and Captain America era of the MCU.
This is where the multiverse comes into play because it could potentially allow the titular secret agent to find her way back into the story while also finally opening up the MCU to other universes. The MCU has been hinting at the multiverse theory for a long time, most recently via Mysterio in “Spider-Man: Far From Home,” but so far, it has only dipped its toes into the complex tapestry of parallel realities.
The multiverse theory makes even more sense when you look down the rest of the phase 4 schedule, as a lot of the upcoming shows and movies seem to suggest the possibility of alternative universes, as they are packed with dead members of the MCU. Loki, who died in “Infinity War,” will be getting his own show in 2021, while Vision, who was murdered by Thanos, is set to have a major role in “WandaVision,” another show set to air on Disney+.
Is Marvel just getting really into prequels? Maybe (although Vision and Wanda don’t meet until Ultron so that doesn’t really make sense) but how would that explain “Doctor Strange in the Multiverse of Madness?” At this point, Marvel is basically winking at comic book fans with its seeming embrace of the multiverse.
So when “Black Widow” hits theaters next year, don’t be surprised if its a badass espionage flick that also sets the foundation of the Avengers diving deep into the wonderfully weird world of the multiverse. This would open it up to infinite possibilities, including rebooting storylines and bringing back characters who are currently dead.
This article originally appeared on Fatherly. Follow @FatherlyHQ on Twitter.
As the time drags on that we are left to stick with social distancing, more and more folks are celebrating their birthdays — away from loved ones, isolated from friends, and instead, in the safe quarters of their own homes.
But just because you’re celebrating birthdays far from the masses, doesn’t mean they can’t be made special. Look to these creative tips for social distancing birthday ideas throughout the pandemic, and at future duty stations when living far away from those you love.
1. Have a HouseParty
Join this free app and host live games with video chat. Invite family and friends and take part in trivia, charades, and more. Just make sure you have a full phone battery so the fun can keep on going.
Choose a flick you’ve been waiting to see and ask all your favorites to watch right along with you. This is a free feature for all Netflix subscribers. Simply log into your account and share the link with others so they can join in.
If you plan early enough, have loved ones send a card. With the mail still running as an essential service, those from all over can create and send in special cards. Collect them and give to the birthday boy or girl all at once, or spread the love for fun that keeps on coming.
5. Something special
Finally, consider something special that’s personal. Let the birthday celebrator choose a meal, plan a family activity, or order a meaningful gift. It doesn’t have to be fancy, it just needs to be a day that shows they’re loved.
Kate McClure, of Florence Township, New Jersey, ran out of gas on an Interstate 95 exit ramp late one night. Bobbitt walked a few blocks to buy her gas. She didn’t have money to repay the Marine veteran, so she created the online fundraiser page as a thank you. The fundraiser has raised more than $397,000.
Bobbitt says he’s donating some of his money to a grade school student who is helping another homeless veteran.
Watch Johnny find out that Kate raised a little over $700 in two days:
Iran carried out a military drill on Sept. 21, 2018, aimed at showing the US how it could shut down oil shipping in the Persian Gulf as more US sanctions loom in November 2018, but the display was underwhelming at best.
The US will slap Iran with sanctions on its oil exports on Nov. 4, 2018, a date that marks six months since the US’s withdrawal from the Iran deal. Iran essentially responded by saying that if its oil exports are blocked, it will take military measures to block oil exports from other countries, including US allies.
“If the enemies and arrogant powers have an eye on the borders and land of Islamic Iran they will receive a pounding reply in the fraction of a second,” Iranian media quoted Colonel Yousef Safipour as saying of the drills.
On Sept. 22, 2018, Iran will stage a large military drill with up to 600 navy vessels, its state media said. This number likely includes Iran’s fast attack craft, or military speedboats that have harassed US ships in the past.