The panel used the results of field surveys, one-on-one interviews, focus groups and detailed research of other data sources in developing conclusions and recommendations. The panel viewed seven recommendations as imperatives. These were:
Army Culture. Recognize the strong relationship between Army culture and the quality of our training and leader development programs. Army culture (job satisfaction, expectations, shared commitment, micromanagement) must operate routinely within an acceptable "band of tolerance" for the Army to effectively train soldiers and grow leaders.
Officer Education System. Adapt the system to meet the needs of the transforming Army and the realities of the Operational Environment.
Training. Revitalize the Army training system by updating training doctrine, improving home station training, and modernizing the Combat Training Centers.
Systems Approach to Training. Recommit to standards-based training. Standards are the basis for developing training, assessing performance and providing feedback.
Training and Leader Development Model. Adopt a model that clearly shows how training and leader development are linked. The new model must effectively communicate intent and be understood by junior leaders, staffs, and outside agencies. The product of the model should be self-aware, adaptive leaders, and trained and ready units.
Management Process. Implement a management process to change training and leader development. This management process must be iterative, collaborative, and comprehensive. It must provide a recurring forum for senior leaders to measure progress, adjust priorities, and apply resources.
Lifelong Learning. Commit our leaders to lifelong learning through a balance of educational and operational experiences, complemented by self-development. To be a learning organization that supports lifelong learning, the Army must provide training and educational standards and products; a doctrine that fosters lifelong learning; and a digital "Warrior Knowledge Network" to provide one-stop information access for soldiers, leaders and units.
The panel kept Army senior leaders informed of the progress throughout the survey process. Chief of Staff of the Army Gen. Eric K. Shinseki has already acted on many of the ATLDP recommendations -- some before the recommendations were made because they were the right things to do, and others based upon the panel's findings. Still other recommendations require more thorough review.
The Army is pursuing and in some cases has already implemented the following panel recommendations: