Army Aviation, are we truly a Profession?

More Than a Title

It would seem on the surface a silly question to ask if Army Aviation is a profession. After all, Army Doctrine Reference Publication (ADRP) number 1 is “The Army Profession.” Perhaps, the Army title of “profession” is simply a self-nominated descriptor, like someone giving themselves their own nickname. If we call ourselves professionals than maybe, that is what we will be perceived to be? However, just like self-given nicknames, they do not stick if the name does not suit one's personality. Perhaps the Army and Army Aviation calling itself a profession merely masks its own true bureaucratic personality.

Ideally, if we think of ourselves as professionals, we will act like …show more content…
Moreover, most military courses beyond those of the introductory persuasion are described and sold as “graduate level.” Graduate work usually requires 3-4 hours of reading and study for every hour in class. Even for a bachelor's degree Dianna L. Van Blerkomhe’s book “College Study Skills”, suggests that for every hour of class work a student should expect to study for two hours, a 1:2 ratio. Aviation PME usually includes practical exercises and is considerably more classroom intensive than a typical college class but are officers, warrant officers, or Soldiers putting in anywhere close to that kind of self-study? Most individuals who attend PME treat it as a check the block thus signifying that we as a branch are not living up to the idea of …show more content…
This progression is only based on competence but on their perceived discretion, judgment and decision-making skills. This methodology seems to acknowledge the need to allow aviators a high degree of authority but more often than not, any mission with a slight difficulty is monitored and tightly controlled via new technology. The potential strategic implications for small mishaps in the counterinsurgency environment have further exacerbated the control aspect of command and control. Thankfully, senior leaders have identified some of these issues and pushed Mission Command to reframe the need for directed autonomy at the Soldier level. Still it is telling that even if a junior leader was given much responsibility and autonomy in combat and excelled, it is shortly taken away when they return to garrison with crushing micromanagement and compliance. Our formations must encourage growth both as a career progression but also as a way to gain responsibilities and