From the Green Notebook

By Jake Conrad

We are all familiar with zombies. We see them plastered across pop culture in movies, video games, and television shows. You may have even read a full length novel about them! Today, zombies are everywhere. But what if I told you that they had infiltrated the Army, and that most of us interact with them every day?

These pesky intruders are known as ‘Staff Zombies’ and they come in many shapes and sizes. They may be difficult to spot at first, but once recognized, they are nearly impossible to ignore. Throughout our careers, we have all seen and dealt with them. Staff Zombies can be unnecessary personally owned vehicle inspections before a long weekend, or they can be weekly storyboard requirements that go nowhere. Every unit has its own invaders, and often, the same ones permeate across the entire force. Please keep in mind, my use of ‘staff’ as the prefix to zombies isn’t a Myrerian reaction to any form of staff officership, but that will become evident later on.

by Ryan Cornell-d’Echert

I am an Army Logistics officer who – for better or worse – has spent much of his career separated from other logisticians. I wish to share some lessons and observations that may be applicable to other “outsiders,” including long-term and short-term attachments and enablers in any unit. 

by Christopher L’Heureux

 Innovation is the lifeblood of success. It feeds our ability to adapt and conquer our environment whether on a battlefield or in a boardroom. The aircraft carrier began its life as an auxiliary scout for the fleet. By the twentieth century, it had evolved into the centerpiece of naval strength through a series of progressive changes. Likewise, Netflix began as a mail-order DVD service that revolutionized itself into a digital streaming empire as the internet expanded. These changes required someone with the ability to see potential and create something new. This begs a question: how can we develop innovators to make our organizations more successful?

 Innovation comes from a creative and inquisitive mind. If we intend to become more innovative, we should start there. One approach is to read more science-fiction. I’m taking a leap here, but bear with me. Science fiction, or just “sci-fi” for us nerdy types, gives the reader a future fraught with problems to ponder. Therein lies its power. Through its conflict, sci-fi shows old things used in new ways; it lays out what has changed and what has remained the same; and finally, it leads us to ask how we got here. When we think critically about these characteristics, we find a method to improve our ability to innovate. 

by Jack Hadley

On March 19th, the DoD-wide Anti-Extremism Stand-Down chain-teaching came hurtling down from echelons on high. For me personally, I saw this cascade come from U.S. Army Europe and Africa (USAREUR-AF) down to the 173rd Airborne Brigade, to 1-91 Cavalry Regiment, and finally to 2nd Platoon, Comanche Troop—within the span of two days. Immediately after receiving the squadron-level training, my platoon sergeant and I were required to brief our platoon. As mandated by Secretary of Defense Lloyd Austin, it was the only priority that day.

The training went well. Honestly, better than I thought it would under the circumstances. Given the perpetually urgent task-lists facing Army units around the globe, it is understandable that many viewed the stand-down as simply “check the block” training or a distractor on the operational training calendar. However, I argue that this training was absolutely necessary and should be the beginning, not end, of our efforts to prevent violent extremism in the ranks.

by Mike S. Burke

On his blog, author James Clear talks about “Keystone Habits,” habits that will act as the foundation for other positive habits and translate into a better overall lifestyle.  However, I submit not all keystone habits are positive. For the purpose of this article, I would like to focus on these negative keystone habits and how they can act as the foundation for other negative habits to take root and corrode culture. As we explore this premise, ask yourself, ”what keystone habits are bringing my organizational culture down?” What effects are they having that individuals do not see or understand? For many,  these habits may bring satisfaction and even be part of the organization’s identity. I’ve noticed after 22 years that some of these habits prevent units from maintaining a positive culture.. So when we identify them, what do we do?