Our class was brought for a day to the West Point Military Academy to study the latest trends in military management, training personnel and conducting various operations, in particular the organization of food delivery to the other end of the earth in a couple of days during combat operations. West Point is a prestigious military engineering college that produces the highest ranks of the military.
To enter there, you need a recommendation from the state governor, senator, vice president or president of the United States. Women make up 15 percent of the cadets, a congressional standard for women in the Army's senior leadership. Training one person at West Point costs 300 thousand dollars (including the maintenance of the academy and military equipment) and is paid for from the federal budget.
In the West Point mess hall, 12 thousand people are fed in 16 minutes: the norm from the entrance of the first cadet until the hall is completely emptied. West Point's academic approach, pioneered by one of the original faculty officers two hundred years ago, is equally disciplined. The cadet is responsible for his own knowledge and must prepare for the lesson by learning the material from the textbook. Classroom activities focus on answering questions, discussing and clarifying difficult points rather than presenting new material.
Sorting at West Point is strictly based on class rank. Rank is determined by a combination of average scores in three areas: academic, athletic and military. First, they choose the branch of the military, then the geography of distribution (Hawaii and Italy are in greatest demand, Alaska and Korea are in the least). Four years after cadets enter the academy, they become officers and are given command of 15 to 20 people and equipment worth up to $20 million.
So the education of leadership and professionalism is of paramount importance here. After distribution, each young graduating officer is assigned a more experienced officer who has advanced during his service, who actually trains the new commander in real army conditions. This combines the advantages of two lines: the fresh knowledge of a cadet from the academy and the practical experience of a teacher. (As a digression, I note that I have also used a similar technique - a combination of academic knowledge and experience in a pair of two specialists - when selecting people for a project. A recent MBA graduate in partnership with an experienced player who knows the real practice of the company well, achieve considerable results, enriching each other in the process of working together.)
One of the important teaching methods at West Point is After Action Review. This is an analysis of what happened immediately after the completion of the exercises, while they are fresh in memory. Cadets are only allowed to move under the canopy from the sun or rain. At first, the AAR is led by a specially trained organizer, but over time, experience is developed in conducting debriefing independently. One of the main principles is absolute and unpunished honesty: a soldier can simply say to an officer: “If you had not given the order to go there, our men would not have been killed.” This technique has long been transferred from the army to commercial companies - I had to end up in units where this practice had already been successfully introduced. I've used AAR several times myself in an attempt to improve our performance on cyclical projects such as new product launches.
And one more interesting approach to management: army motivation. A soldier in the American army does not fight for his superiors or for an idea, and it is generally difficult to risk his life for money. He fights to protect his fellow soldiers - because they cover him. This idea is instilled in cadets from the first day; there are a number of stories, a kind of army mythology, that bring this idea to life.
For example, a story about a soldier in Vietnam who returned for a wounded man. Having received a bullet on the way, without bringing his comrade alive, he, dying, said that he did not regret his action: “Sam opened his eyes and said: “I knew that you would come for me.”
Motivating action by creating a sense of brotherhood and not wanting to let others down is a very powerful motivator to take action that is worth thinking about. In rare organizations where people have each other’s back and know that “they will come back for them,” much can be achieved.
West Point is a famous military academy that trains officers for the US Army. In the 19th century, the recruitment of students at this academy was carried out according to the so-called principle of favoritism - there was no open competition. Each year, 10 cadets were appointed by the president, and in addition, each constituency sent its own cadet to West Point.
Classes at the academy lasted four years, at the end of each of which the cadets took exams and those who did not achieve a certain score were mercilessly expelled. The training system had no analogues in Europe. There was no division into faculties and military courses at the academy. All students studied according to the same program, in which the first year was devoted to cavalry, the second to infantry, the third to artillery and the fourth to engineering troops. Thus, the cadets received a universal education and everyone could, if necessary, become an infantryman or a cavalryman, or an artilleryman, or a military engineer. Such non-specialized education turned out to be a very successful preparation for war. Upon completion of West Point, its students were released into the army with the rank of 2nd lieutenant and were distributed among the branches of the military, according to their abilities.
America has always treated the achievements of technological progress with attention and respect, and the most capable cadets were assigned to the artillery and engineering troops. From these branches of the army came the most talented commanders of the Civil War - (engineer), (all artillerymen).
The academy's graduates were a closed, almost aristocratic caste, within which the atmosphere of military friendship and camaraderie dominated. The civil war became a real test for this caste. In both warring armies there was practically no professional officer who did not have friends behind the front line.
At the beginning of the conflict, there were 1,080 officers in the US Army. Another 900 West Point graduates had already completed their military careers and were living peaceful lives. Most of the active officers remained faithful to the oath; 286 people joined the Confederate service. 114 veterans returned to Union service, and 99 defected to the South.
This number of command personnel was insufficient to successfully lead the troops. And both sides resorted to the help of officers who had a peaceful profession before the war.
The attitude towards professional officers in the opposing armies was different. In the North, such officers served throughout the war in junior ranks, only a quarter of them eventually received general epaulettes.
The Confederation treated these invaluable personnel more responsibly. According to the order (of a West Point graduate), officers who did not graduate from the academy could not rise above brigade commander. That is, the entire senior command staff from the division commander to the army commander consisted exclusively of professional military personnel.
As for the “amateur officers,” their composition and quality in the armies of the North and South were strikingly different. In the North, a whole layer of “politician generals” has emerged, who before the war were professional politicians and transferred all the shortcomings of their previous profession to their new profession. A few of them represented something like military personnel. Most brought enormous harm to the cause of the North.
But among the unprofessional officers there were talented and brave military leaders, on whom the army rested. For example, a teacher of rhetoric and the foundations of faith, Joshua Lawrence Chamberlain, managed not only to rise to the rank of major general, but also to receive the Congressional Medal of Honor, the highest US military award, for his courage and bravery.
In the South, officers were better prepared to perform their duties. Among them were many veterans of the Mexican War. The antebellum life of a planter itself was a kind of commander's course, since many of the qualities necessary for a good commander were also required for the thrifty owner of a large estate. The latter, just like the former, had to lead large numbers of people, take care of their food and supply with everything they needed.
The experience, professionalism, and talent of the Southern officer corps and generals were another important reason for the longevity of the Confederacy. And although northern officers cannot be entirely accused of mediocrity and ignorance of their duties, the best examples of military art were nevertheless demonstrated by their opponents.
At the start of the war, there were 977 graduates of the academy from 1833-1861 alive. Of these, 259 fought on the side of the Confederacy, 638 on the side of the Union. Eight people did not participate in the war for various reasons. 39 natives of the South chose the side of the North, 32 natives of the North chose the side of the South.
Ninety-five academy graduates were killed in the war, and 141 were wounded. The class of 1854 suffered the greatest losses - almost half of the payroll remained on the battlefields.
Materials from part of the “Army of Warring Parties” were used from: Mal K.M. American Civil War (1861-1865): Development of military art and military technology. Minsk, 2000.
US Army officers are required not only to engage in physical training, but also to master technical and leadership skills, develop discipline and integrity. To develop these qualities, future military men and women can undergo training at one of three renowned military academies.
2014 class graduation and commissioning ceremonies at Navy-Marine Corps Stadium in Annapolis, Md. (AP Photo/Jose Luis Magana)
U.S. Naval Academy graduation ceremony in Annapolis, Maryland, 2014.(AP Photo/Jose Luis Magana)
These schools are fully funded by the federal government, and their graduates, in turn, serve on active duty in the Army, Navy, Marines, and Air Force. These academies are as follows:
Army Military Academy at West Point: This fortress at West Point, New York, was founded by George Washington himself during the Revolutionary War. In 1802, Thomas Jefferson established the base and turned it into an academy. Today, future command personnel for the ground forces are trained at this academy.
Naval Academy: Recognizing the importance of both technical and ethical training for sailors to go to sea, the United States Navy established its own academy in 1845 at Annapolis, Maryland. Its students, called cadets, join the Navy or Marine Corps upon graduation.
Air Force School: This newest military school was created in 1954, after the air force was separated into a separate branch of the military in 1947. Colorado Springs is both an air force base and a higher education institution, after which cadets join the Air Force.
Cadets in formation with the Cadet Chapel in the background at the Air Force Academy north of Colorado Springs, Colo. (AP Photo)
Air Force Academy cadets in Colorado Springs, Colorado, with the Cadet Chapel in the background (AP Photo)
The admission procedure to these educational institutions is exclusively competitive. Applicants must be nominated by a government official, such as a member of the United States Congress or the Vice President. Ideal candidates are physically healthy, well-rounded, unmarried American citizens in good academic standing between the ages of 17 and 23. (At the same time, the US Congress may approve a very small number of foreign students to enroll in the school in the interests of developing international military relations.)
Because military duties today involve the use of high technology, these institutions have strong science and mathematics programs. However, they all prepare well-rounded military personnel, so their programs include the study of languages, culture, literature, philosophy, social studies and others. Of course, one of the languages that is offered to cadets to study is Russian.
One of the distinguishing features of military academies is their physical training programs. Cadets are expected to be athletic, and sports are very important in everyday life. One of the most famous competitions is the American football game between the Army and Navy teams. Every year in Philadelphia, West Point and Naval Academy cadets cheer on their teams as they take the field and compete in a spirit of mutual respect. To date, the Army Academy teams have won 49 times, the Naval Academy teams have won 52 times, and tied 7 times.
Left photo: Graduating cadets during a graduation and commissioning ceremony at the U.S. Military Academy in West Point, N.Y. (AP Photo/Mike Groll)
Photo left: Graduation of cadets at the Army Military Academy in West Point, New York (AP Photo/Mike Groll)
Right photo: Cadets walk between classes at the U.S. Air Force Academy, near Colorado Springs, Colo. (AP Photo/Brennan Linsley)
Right photo: Air Force Academy cadets at Colorado Springs, Colo., walk between classes. (AP Photo/Brennan Linsley)
After graduating from these prestigious educational institutions, many cadets occupy leadership positions in the corresponding branches of the military. These academies teach cadets not only technical literacy and physical fitness, but also provide them with a comprehensive education and knowledge to cope with military responsibilities in an ever-changing world.
More information can be found on the following sites:
Military Academies in the United States
Officers in the U.S. military need to develop not only physical strength but also technical skills, leadership training, discipline and integrity. To inspire these qualities in future soldiers, men and women can be trained at one of three distinguished military academies.
These universities are fully funded by the federal government, and in return graduates serve time on active duty in the Army, Navy, Marines, or Air Force. The academies are:
The Military Academy at West Point: The fortress on West Point in New York was established by George Washington himself during the Revolutionary War. In 1802, Thomas Jefferson established the base as an academy. Today, it trains 4,000 cadets for leadership roles in the Army.
The Naval Academy: The Navy established its own academy in 1845 in Annapolis, Maryland, realizing the importance of training sailors in both technical skill and ethics before they set sail. Its students, called midshipmen, graduate and enter either the Navy or the Marine Corps.
The Air Force Academy: The newest academy, this school was established in 1954, following the establishment of the Air Force as a separate branch of the military in 1947. The Colorado Springs academy is both an Air Force base and a university, and cadets enter the Air Force after they graduate
The admissions processes for these schools are uniquely competitive. Applicants must be nominated by an official government source such as a member of Congress or the Vice President. The ideal candidate is academically successful, physically fit and well-rounded. Applicants must be between ages 17 and 23, unmarried, and have American citizenship (although a very limited number of international students may be authorized by Congress to be admitted in the interest of international military relations).
As modern military responsibilities are highly technically advanced, these academies have strong science and math programs. However, each branch realizes the value of well-rounded soldiers, and therefore these schools make an effort to offer classes in languages, culture, literature, philosophy, social sciences, and more. Russian, of course, is one of the languages offered to students at the academies.
One unique aspect of military academies is their athletic programs - students are expected to be athletes, and sports are considered to be important to everyday life. The Army-Navy game is one of the most famous American football rivalries. Every year in Philadelphia, West Point and the Naval Academy cheer on their teams as they face each other in an enormous display of both competition and mutual respect. To date, the Army has won 49 times and the Navy 52, and they have tied 7 times.
After cadets and midshipmen graduate from these prestigious schools, many of them go on to become leaders in their respective military branches. These academies train their students not only to be technically savvy and physically fit, but also well-rounded and knowledgeable, in order to cope with the responsibilities of military life in a changing world.
The United States Military Academy, also known as West Point, is the highest federal military educational institution of the United States Army. It is the oldest Military Academy in the United States. The Academy is located in West Point, New York, in a picturesque location overlooking the Hudson River, 80 km north of New York City and covers an area of approximately 65 sq. km, being one of the largest campuses in the world. A military fort on the site of the academy was built in 1778 by order of George Washington. The project was drawn up by the Polish officer Tadeusz Kosciuszko. The main task facing the fort was not to allow the ships of the British fleet to pass along the Hudson River, for which a large chain was stretched across the river. The academy itself was founded in 1802. The academy's superintendent from 1817 to 1833 was Colonel Sylvanus Thayer, considered the "father" of the academy. The main feature of the educational system he established was a small number of classroom lessons and a large amount of independently completed homework. This training system continues to this day. Great importance was attached to engineering. During the first half of the 19th century, West Point graduates designed most of the United States' roads, bridges, and railroads. In 1964, US President Lyndon Johnson increased the number of students at the academy from 2,529 to 4,417. The number was subsequently reduced to 4,000, but then raised again to 4,400. In 1976, women were admitted to the academy to study. Admission to the academy occurs mainly on the recommendation of members of Congress. Currently, each of the US Congressmen and the Vice President has five seats in the academy. When one of them becomes vacant due to the cadet's graduation or other reasons, the congressman recommends one or more people to fill the vacant seat. Most often it is ten people. If he recommends several people, a competition is held between them. One, if he is found fit for training, he is accepted automatically. The process of obtaining a recommendation typically involves submitting an application, writing one or more essays, and submitting letters of recommendation. In addition, each year 100 places are provided for the children of officers, 170 places for active-duty soldiers, 20 for reserve officer training corps cadets and 65 for the children of those killed in action, seriously wounded and disabled, or missing in action. In addition, about 20 foreign cadets are accepted every year. Applicants to the academy must be between 17 and 22 years of age, unmarried and not paying child support. The training lasts 4 years. A graduate of the academy receives a bachelor's degree and is promoted to junior lieutenant (Second Lieutenant) with an obligation to serve in the army for 5 years. The academy graduates about 900 lieutenants every year. Organizational structure: 1 brigade (4000 cadets) consisting of: 4 regiments (1000 cadets) consisting of: 2 battalions (500 cadets) consisting of: 4 companies (120 cadets) consisting of: 4 platoons (30 cadets) consisting of: 4 sections (7 cadets) consisting of: 2-3 teams (2-3 cadets) Various command posts are not included here, the quantitative composition of the units is approximate.