The Army must develop leaders who are capable of managing uncertainty and change; leaders who can intellectually innovate. Intellectual change and innovation is the basis of appropriate and enduring physical/organizational change. How an organization learns from experience impacts on how it anticipates the future and how it adapts to function effectively in the current environment. Transforming the Army into a learning organization will allow the Army to institutionalize the fostering of intellectual innovation because learning, anticipating, and adapting to manage change are the norm. Individuals' emotional and intellectual maturation impact on their ability to learn. If they can not learn they can not lead because they will be incapable of participating in team development/learning. Restructuring the Army's education by combining the concept of the 21st Century classroom and the experimental learning method of instruction would encourage team development/learning and revitalize the Army's education system. Restructuring of the education system would require restructuring the promotion system. The Army would have to develop a shared vision and collectively define success in terms of instructor staff, and command assignments. Restructuring of the promotion system would reduce competition and encourage cooperation. Reduction of competition reduces the fear and penalty of failure that inhibits innovative behavior. Reduction of fear encourages the organization's members to challenge and change our warfighting doctrine. The vision of the Army as a learning organization in which intellectual innovation is continually fostered is powerful and achievable.

ADA 284239 Approved for public release; Distribution is unlimited. The opinions and conclusions expressed herein are those of the student-authors and do not necessarily represent the views of the U.S. Army Command and General Staff College or any other governmental agency. (References to these studies should include the foregoing statement.)