MSL101L07 Profession of Arms SR.pdf

17 september 2012 figure 2 3 initial learn to operate

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17 September 2012 Figure 2-3. Initial certification—crewmen learn to operate the M1A1 tank HONORABLE SERVICE 2-17. Official recognition of honorable service is the external manifestation of the Army professional’s oath and ethical conduct. Selfless service is an internalized value that determines the character of their time in the Army. Our Soldiers and Army Civilians join to serve the Nation—to support and defend the Constitution and to do so in a way that upholds U.S. law and American values. Army professionals are duty-bound to uphold their oath, embody the Soldier’s Creed and Army Civilian Creed, and instill the Army Values in themselves and others. This is our collective ethos—the moral principles that define our profession. O UR C ONSTITUTIONAL O ATHS 2-18. Article VI of the Constitution requires that every member of the Army profession—military or civilian, officer or enlisted—“shall be bound by Oath or Affirmation, to support this Constitution.” An oath is an individual moral commitment made publicly. The gravity of this commitment is that it binds Soldiers to an unlimited liability, acceptance of the risk of serious personal harm or death. This fact distinguishes the uniformed members of the Army from its Civilian Corps and all other employees of the Federal Government. This Constitutional oath is legally binding and makes Soldiers subject to the Uniform Code of Military Justice, federal laws applicable to the Armed Forces, and the Law of Land Warfare.
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Our Profession 17 September 2012 ADP 1 2-7 O UR E THICS 2-19. All warfare challenges the morals and ethics of Soldiers. An enemy may not respect international conventions and may commit atrocities with the aim of provoking retaliation in kind. Any loss of discipline on the part of our Soldiers is then exploited in propaganda and magnified through the media. The ethical challenge rests heavily on small-unit leaders who maintain discipline and ensure that the conduct of Soldiers remains within ethical and moral boundaries. There are five compelling reasons for this. First, humane treatment of detainees encourages enemy surrender and thereby reduces friendly losses. Conversely, nothing emboldens enemy resistance like the belief that U.S. forces will kill or torture prisoners. Second, humane treatment of noncombatants reduces their antagonism toward U.S. forces and may lead to valuable intelligence. Third, leaders make decisions in action fraught with consequences. If leaders lack an ethical foundation, those consequences can adversely affect mission accomplishment. Fourth, leaders who tacitly accept misconduct, or far worse, encourage it, erode discipline within the unit. This destroys unit cohesion and esprit de corps. Finally, Soldiers must live with the consequences of their conduct. All leaders shoulder the responsibility that their subordinates return from a campaign not only as good Soldiers, but also as good citizens with pride in their service to the Nation. General Creighton Abrams, reflecting on his
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