The event brings to the War College senior civilian and military leaders from the Department of the Army to share with the resident class students insights on senior leadership. The goal of this event is to provide the opportunity for the students to benefit from the experience and expertise of the Army Staff principals through dialogue and discussion.

Industry Day has been an integral part of the U.S. Army War College resident educational experience. The purpose is to provide a forum for students to gain a better understanding of the military-industrial relationship, the Army requirements and capabilities development process, and acquisition processes. It is a unique opportunity for students to consider the complexities of providing the correct mix of capabilities to the Warfighter now and in the future. The specific objectives of the event:

• Understand the role of industry in providing materiel solutions for current and future needs.
• Analyze strategic issues that affect defense industries as well as ways to develop effective partnerships toward meeting materiel requirements.

The purpose of the staff ride is to strengthen Army War College students' understanding of national security and strategy through interaction with key organizations that influence it. In particular, the trip provides students the opportunity to more fully examine other than military instruments of U.S. national power and statecraft. The staff ride also provides a unique perspective on leadership and governance of the United States' largest city.

The first course of the academic year, Strategic Leadership not only reacquaints students with the skills and habits necessary for success in graduate-level education, it provides a foundation to comprehend and apply thinking skills needed by senior leaders throughout the academic year and into future assignments. The course is designed to present material in ways that encourage personal and professional growth through reflection, critical assessment, and the ability to creatively and holistically synthesize multiple, complex, and competing ideas.

More importantly, the course introduces students to the concepts and skills required of leaders within the strategic environment through an examination of responsible command, leadership, and management practices.

The Strategic Leadership course continues the development of leadership at three levels: Direct (taught at the basic and captain's level courses), Organizational (taught at the intermediate-level education course), and Strategic (taught at the USAWC).

The course examines the unique sets of knowledge, skills, and abilities that are much more prevalent at the strategic level than in the other two levels of leadership. Building on the students' experiences, this course provides the foundation for the application of strategic-level skills and competencies throughout the academic year and into the future.

The outcome is students who appreciate how strategic leaders scan the environment, anticipate change proactively, develop a vision of where they see their organization in 10-20 years, align the organization's culture and climate with their vision and current work force, and then create and maintain an ethics and values-based focus within their organization that reinforces the organization's vision.

DM is the U.S. Army War College's core course that is devoted to the study of the decision-making processes and systems within the Department of Defense (DoD), the Joint Staff, and the military departments that develop and provide combat capability for the combatant commanders. The curriculum takes an enterprise approach to the Secretary of Defense's responsibility for building and fielding an effective Joint Force, consistent with strategic guidance.

The course examines how these organizations respond to the strategic environment and develop and resource the force structure resulting in the land power component of the nation's military. The course also examines DoD organizations, joint issues and process, current defense resourcing issues, readiness, mobilization, Service modernization and management of organizational change, fiscal issues, roles and missions, and much more.

This course builds on earlier courses and requires students to analyze, evaluate, and formulate resourcing and force structure decisions. It demonstrates that successful war fighting does not occur without well trained, properly equipped, doctrinally sound, and adequately resourced forces. The serious-minded officer should appreciate the relationship between leaders, organizations, systems, processes, and combat capability.

DM has three primary purposes.

• It is designed to provide USAWC students with an understanding of the Army's role in the development of the Land power component of the National Military Strategy.
• It allows for the examination of the concepts, systems, and processes employed by strategic leaders to resource the requirements of the strategy and ultimately to provide forces to the combatant commanders.
• It places this study within the broader context of the Joint Force and Defense Enterprise

DM

• History
• Ethics
• Human Dimensions of Strategic Leadership
• Jointness
• Strategic Vision

CSP is a program for students interested in further developing and articulating strategic thought during the academic year. Carlisle Scholars will analyze strategic issues, formulate positions, advise strategic leaders, and contribute to national security debates. Participants will form a single seminar throughout the academic year which will entail a combination of independent work, team work and coordination with faculty. After completing approximately 10 weeks of intense course work, the scholars will shift focus to writing articles and advising senior leaders.

This unique program combines the best features of the REP and the USAWC Fellowship Program. Given its interdisciplinary nature, the Dean will have lead responsibility for governance of CSP. The Department of Command, Leadership and Management (DCLM) will provide administration support to CSP. The program director will develop and publish a program directive for the overall program. For course modules associated with the JPME II core curriculum (SL, TWS, NSPS, DM, TSC and RSP) course directives will be coordinated through the appropriate REP department (DNSS for TWS, NSPS and RSP; DCLM for SL and DM; and DMSPO for TSC) and will be signed by the CSP director, the appropriate department chair and the Dean.

The Department of Command, Leadership, and Management offers elective studies in several areas. Each of these courses is designed to increase the knowledge and effectiveness of the Strategic Leader.

• LM2203 - EXECUTIVE OVERVIEW OF RESEARCH, DEVELOPMENT, AND ACQUISITION MANAGEMENT
• LM2206 - DEFENSE RESOURCE MANAGEMENT
• LM2207 - JOINT ISSUES AND PROCESSES
• LM2208 - CURRENT AND FUTURE HUMAN RESOURCE ISSUES FOR STRATEGIC LEADERS
• LM2209 - RESERVE COMPONENTS: ORGANIZATION, ROLES, AND ISSUES
• LM2210 - FORCE MANAGEMENT
• LM2211 - Civilian HRM for Strategic Leaders
• LM2214 - Leading Change
• LM2216 - REliGION IN POliCY AND STRATEGY
• LM2217 - CREATIVE LEADERSHIP
• LM2218 - CRITICAL THINKING AND JUDGMENT
• LM2219 - Senior Leader Communications: Skills and Strategies
• LM2222 - SENIOR LEADER RESIliENCY AND FITNESS CHALLENGES IN THE FUTURE MIliTARY OPERATIONS
• LM2225 - SYSTEMS LEADERSHIP: ORGANIZATIONAL THEORY AND CHANGE
• LM2226 - ETHICS AND WARFARE
• LM2229 - GENERAL OMAR N. BRADLEY CHAIR ELECTIVE
• LM2231 - STRATEGIC THINKING AND LEADERSHIP
• LM2236 - HOW TO NEGOTIATE: STRATEGY AND PROCESS
• LM2238 - Culturally Astute Leadership
• LM2240 - RESPONSIBLE COMMAND
• LM2241 - OFFICERSHIP AND THE PROFESSION
• LM2244 - Great Books for Leaders
• LM2245 - LEADING INNOVATION
• LM2247 - THE DEFENSE INDUSTRIAL BASE
• LM2249 - Organizational Communication
• LM2250 - TOPICS IN LEADER DEVELOPMENT
• LM2251 - Understanding Gender in Complex Operations
• LM2252 - Men in Battle